Farmer`s organizations in West and Central Africa

COUNTRY REPORT
Farmer's organizations in West and
Central Africa: high expectations, hard
realities.
Ghana Country report
Peter Asibey-Bonsu
May, 2012
LIST OF ABBREVIATIONS
4
EXECUTIVE SUMMARY
5
1. BACKGROUND
9
1.1. Objective of the study
9
1.2. Method
9
1.3. Encountered difficulties
9
2. CONTEXT
10
2.1. Economics and agriculture in Ghana
10
2.2. Public Policies
11
2.2.1. FASDEP II, CAADP and METASIP
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2.2.2. Short to Medium Term Initiatives
12
3. HISTORY OF COLLECTIVE FORMS OF ECONOMIC ORGANIZATION
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3.1. Pre-colonial and colonial era
12
3.2. Post-Independence Era
13
3.3. Structural Adjustment Era
13
3.4. Current evolutions (since 2007)
14
4. OVERALL DIAGNOSTIC
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4.1. General situation of FBOs
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4.1.1. Forms
15
4.1.2. Legal framework
15
4.1.3. Number
16
4.1.4. Gender
17
4.2. Main organizations
18
4.2.1. National level organisations
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4.2.2. Regional level organizations
22
4.3. Activities and Member Services
24
4.3.1. At grassroots level
24
4.3.2. Larger organizations
26
4.4. Perception of FBO dynamics
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4.4.1. Economic services
27
4.4.2. Cooperation
29
4.4.3. Significance & Participation of FBOs/Cooperatives in Public Policies
30
2
5. CONCLUSIONS
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5.1. Key challenges in regard to developing economic services
32
5.2. Key challenges as regard to participating to public policies
33
BIBLIOGRAPHY
35
APPENDIX
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1. PROFILE SUMMARY OF FBO APEX BODIES
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2. CASE STUDIES
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Case 1: Rubber Outgrowers’ and Agents Association (ROAA)
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Case 2: Eastern Gomoa farmers’ Co-operative and Marketing Union
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Case 3: Osudoku Agricultural Cooperative Ltd, Asutuare, Kpong
Irrigation Project
54
Case 4: Ashaiman Irrigation Farmers’ Cooperative Society
58
3. LIST OF THE PEOPLE INTERVIEWED
3
61
LIST OF ABBREVIATIONS
AAGDS
Accelerated Agricultural Growth and Development Strategy
ADB
Agricultural Development Bank
AFD
Agence Francaise de Developpement
AfDB
African Development Bank
AGRA
Alliance for a Green Revolution in Africa
AMIS
Agricultural Machinery Industrial Service
ApFOG
Apex Farmers Organisation in Ghana
BUSAC
Business Advocacy Challenge
CAADP
Comprehensive Africa Agriculture Development Programme
CIDA
Canadian International Development Agency
COCOBOD
Ghana Cocoa Marketing Board
DOC
Department of Cooperatives
ECOWAS
Economic Community of West African States
FAO
Food and Agriculture Organization of the United Nations
FASDEP
Food and Agriculture Sector Development Policy
FBOs
Farmer Based Organisations
FONG
Farmers Organisation Network in Ghana
GAWU
Ghana agricultural Workers Union
GDP
Gross Domestic Product
GFAP
Ghana Federation of Agricultural Producers
GIZ
German International Cooperation
GNAFF
Ghana National Association of Farmers and Fishermen
GoG
Government of Ghana
GPRS
Ghana Poverty Reduction Strategy
GRIB
Ghana Rice Inter-professional Body
GTLC
Ghana Trade and Livelihoods Coalition
IFAD
International Fund for Agricultural Development
IFPRI
International Food Policy Research Institute
ITTU
Intermediate Technology Transfer Unit
JICA
Japan International Cooperation Agency
KfW
German Development Bank
METASIP
Medium Term Agriculture Sector Investment Plan
MCC
Millennium Challenge Corporation
MFEP
Ministry of Finance and Economic Planning
MLGRD
Ministry of Local Government and Rural Development
MOFA
Ministry of Food and Agriculture
NAFCO
National Food Buffer Stock Company
NEPAD
New Partnership for Africa’s Development
NGO
Non–governmental Organization
PFAG
Peasant Farmers Association of Ghana
4
Executive summary
Background
This report is the Ghana component of the study “Farmer's organizations in West and
Central Africa: high expectations, hard realities “ commissioned by the FARM Foundation
and looking at three countries: Cameroun, Burkina Faso, and Ghana.
The study aims to analyze the current situation of farmer based organizations (FBOs) and to
make recommendations to strengthen their contribution to the agricultural economy, the
organization of supply chains and public policy reform.
It is based on a review of the available literature, interviews with resource persons and
institutions, and case studies employing focus group discussion. The study was constrained
by (1) the limited time available but also (2) some inconsistencies in the data.
Context
Ghana has a total land area of 238,537 square kilometre, 18.39% of which constitutes arable
and permanent crop land area (FAO, 2011). The total population of Ghana currently stands
at 24,658,823(GSS, 2012) with a growth rate of 1.8% (2011 estimates)
Ghana’s GDP was estimated at $39,151 million (GSS 2011 estimates) with a GDP per
capita of $1,598 (GSS 2011 estimates) and growth rate of 14.4% (GSS 2011 estimates).
Currently agriculture contributes 25.6% of total GDP and yet accounts for over half of export
earnings and provides employment for over half of the workforce. Ghana’s agriculture is
dominated by smallholders producing crops using traditional methods and low resource
technologies, with scarce access to inputs and services. Thus, FBOs have been identified by
the government, donors and partners organizations as having a critical role to play in
agricultural development and overall food security.
According to the national development agenda, agriculture should not only to lead the
growth and structural transformation of the economy but also to maximize the benefits of
accelerated growth (MoFA, 2010). Agricultural policies could thus be expected to reflect the
notable importance of FBOs and to create the enabling environment for them to thrive.
Over the past decades, the Government of Ghana has implemented a number of policies,
strategies, projects and initiatives including the Food and Agricultural Sector Development
Policy I and II and their Medium Term Agriculture Sector Investment Plan 2009-2015. In the
short to medium term the main agricultural initiatives implemented encompass block farming,
fertilizer subsidy, centres for agricultural mechanization services, the national food buffer
stock programme, and the Business Advocacy Challenge Fund (BUSAC).
History of Collective Forms of Economic Organizations
In the pre-independence era, diverse forms of FBOs existed in Ghana such as the “Nnoboa”
based on informal labour exchange, susu groups of local credit schemes. A formal
cooperative movement began with the initiative of the colonial government to improve the
quality of cocoa for export. The Registrar of Cooperative Societies and the Department of
Cooperatives (DOC) were created respectively in 1929 and 1944.
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Immediately following the independence in 1957, agricultural cooperatives are reported to
have been responsible for the marketing of about 40 percent of the total cocoa produced by
the country. But the new president feared the cooperative movement was becoming not only
an economic force but also a political force in rural areas and ordered the movement be
disbanded, their assets confiscated, their economic functions transferred to the Cocoa Board
(COCOBOD), and the Department of Cooperatives be dissolved. Under subsequent
governments, cooperative development underwent frequent and major changes in direction,
despite the fact that cooperatives were viewed as key instruments for agricultural and rural
development.
From 1984, with the structural adjustment period implemented through the Economic
Recovery Programme (ERP), the government reduced its role in marketing and assistance
to farmers in several ways, starting with the Cocoa Marketing Board. A liberal approach to
the development of cooperatives paved way for other types of rural and farmers’ self -help
organizations. In 1992, the government, established the Ghana National Association of
Farmers and Fishermen (GNAFF) as a new farmers' organization to replace the Ghana
Federation of Agricultural Cooperatives in order to set up a representative for producers'
organisations (cooperative and non-cooperative). Furthermore, there was a massive
investment for the development of FBOs, in particular by the World Bank from 2000 and then
the Millennium Challenge Account (MCA) Compact from 2007. It lead to a drastic rise in the
number of FBOs. Recently, most training and support were focused on improving the
commercial orientation of FBOs including entities adding value to agricultural crops such as
processors and marketers.
Overall Diagnosis
In Ghana, the current legislation on cooperatives is the National Liberation Council Decree
(NLCD 252) which gives the DOC the power to intervene in cooperative decision making. It
is currently under review with the primary objective of enhancing the autonomy and
independence of cooperatives. A survey on the legal forms of FBOs in 2010 revealed that
most FBOs were registered of a sort and more than half the registered FBOs were
smallholder dominated. Interestingly, three out of the four FBOs surveyed during the study
were registered cooperatives, although one was registered with the Registrar Generals
Department under the Companies Code of 1963.
In the absence of a reliable central database on FBOs in Ghana and the sociological profile
of their members, existing data come from varied sources and are likely to overlap and
contradict each other. According to the FBO Secretariat of the Ministry of Food and
Agriculture, there are currently 5658 active FBOs validated. The DoC estimates a total
membership of 2.4 million in 2005 projected to have increased to a little over 3 million over a
7-year period (2005-2011). The four groups studied in this report have together a total
membership of 8,664. It seems that generally the proportion of males in FBOs exceeds that
of females in contrast to the numbers of males and females engaged in farming activities in
Ghana. On average in the four case studies, women represented a third of members.
The 2010 survey also reveals that most FBOs had been externally started. This is even
more the case for national and regional level organizations which were initiated by either by
government development projects or NGOs for their development interventions. Most of
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national level organizations are serve multiple purpose, some being generalists and other
sectoral (rice, cocoa, cotton, horticulture). Only regional level groups of the main products
such as the Rubber outgrowers and Agents’ Association (ROAA) and Kuapa Kokoo seem to
be very focused and independent.
Most FBOs, including the 4 surveyed in the study, serve diverse purposes, with their main
activities being mutual labour support, welfare services, input procurement, marketing,
community development and access to credit. Of the 4 FBOs studied, 2 were involved in
mutual labour support, all 4 were involved in welfare services, input procurement and
marketing. None however offered processing services. Most cooperatives remain very small
and are not able to take advantage of scope and scale economies. The assets base of these
cooperatives is such that they are not able to hire managerial staff. All 4 groups investigated
were active groups functioning mostly around economic activities of production,
procurements marketing negotiations and loan contracting. Despite the widespread use of
the FBO and cooperative concept in Ghana, there is very little information on their economic
significance to the economy.
In the CAADP, farmer and rural organizations are the primary level of action. The FBOs are
expected among other things to be able to participate in policy dialogue to ensure that their
interests are reflected. Furthermore, in Ghana, the formation, nurturing and sustainability of
FBOs and their networks is recognized as holding promise for the government’s vision of
accelerated agricultural development. But is appears that linkages between apex bodies and
constituent primary groups are very weak and in most cases mal-functioning, and that the
present capacities of the FBOs are inadequate to enable them effectively participate in policy
discussion and programmes and to take full advantage of the opportunities that may exist.
Conclusion
There is a strong belief in Ghana that the development of grassroots farmer organizations
and the encouragement of a larger number of these small producers to be part of them is the
most credible option to development the Ghanaian agriculture. It will contribute to achieve
economies of scale and also improve access to essential services. In the context of
privatization, FBOs could be the most effective marketing channel for agricultural inputs and
products as well as extension and other relevant services. They could be very helpful in
strategies for mobilization of savings.
There however remain a number of challenges that need to be overcome. The following
recommendations are being made:
 A relevant stakeholder meeting for all the active stakeholders should be convened by
the Ministry of Agriculture to harmonize the definitions and terminologies common to the
FBO concept to facilitate communication on the subject. The Department of Cooperatives
should facilitate the coming into operation of the new Cooperative Bill. There is need to
commission a fresh survey and documentation (registration etc) of all the FBOs
(cooperatives and pre-cooperatives) and a harmonization of data on FBOs. This could be
facilitated by the FBO Secretariat with support from development partners.
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 In respect of key challenges in regard to developing economic services, it is
recommended to strengthen marketing and processing for agricultural products by FBOs,
capacities of farmers and their FBOs to save and invest, and to improve access to
development funding particularly for women farmers.
 Regarding key challenges to participating in public policies, the capacities of the
FBOs should be developed to ensure participation in the CAADP and the monitoring of
policies and programmes to hold governments accountable, an overarching national FBO
platform should be facilitated, and the Department of Cooperatives and the Ghana
Cooperative College should be strengthened.
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1. Background
1.1. Objective of the study
This report has been written as the Ghana component of the study “Farmer based
organisations in West and Central Africa: diversity, dynamics, role of public policies”
which was commissioned by the FARM Foundation and carried out by a consortium of
ISSALA-IRAM based in France with JEAVCO in Ghana.
It involves three countries belonging to the WAEMU (West African Economic and Monetary
Union) and the ECOWAS (Economic Community of West African States): Cameroun,
Burkina Faso, and Ghana.
The study aims to analyze the current situation of farmer based organizations (FBOs)
engaged in the economic field and the endogenous and exogenous factors that contribute to
the development of services to producers and to strengthening their contribution to the
agricultural economy and supply chain organization. The study is to further formulate
recommendations and proposals, which can contribute to public policy reform, with the aim
at improving the economic capacity of FBOs, strengthening their market power and their
capacity of contracting with other actors (private, public, inter-professional)
1.2. Method
The study is based on a review of the available literature, interviews with resource persons
and institutions, and surveys of a limited panel of FBOs (case studies) employing focus
group discussion.
Four FBOs were selected following the review of the literature and consultations with the key
institutions that work closely with FBOs namely Directorate of Agricultural Extension
Services and the Department of Cooperatives. Three of the FBOs were expected to be
active in food crops sectors and one in a leading export sector. All FBOs were expected to
be playing economic functions for their members. With the limited number(4) of case study
groups and the limited time (7 days including travel time) for field work the selection was
concentrated on the southern Ghana regions of Greater Accra, Central and Western regions.
Based on such an analytical approach, this report includes the history of forms of economic
organizations in agriculture, an overall diagnosis of the general situation of producer
organizations and an analysis of the public policies. The report concludes with
recommendations and suggestions on how producer organizations may be supported
towards consolidation of agriculture and food sector as a whole.
1.3. Encountered difficulties
The major difficulties encountered were the (1) limited time which constrained the length and
hence depth of discussions and also (2) to some extent the inconsistency in the data.
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2. Context
2.1. Economics and agriculture in Ghana
Ghana lies in the center of the West African coast, sharing borders with Côte d'Ivoire to the
west, Togo to the east, and Burkina Faso to the north. To the south are the Gulf of Guinea
and the Atlantic Ocean.
The total land area of Ghana is 238,537 square kilometer. The arable and permanent crop
land is 5,809 thousand hectares constituting 18.39% of total land area (FAO, 2011).
According to the 2010 Population and Housing Census, the total population of Ghana stands
at 24,658,823(GSS, 2012) and at a growth rate of 1.822% (2011 estimates)
Ghana's economy has been strengthened by a quarter century of relatively sound
management, a competitive business environment, and sustained reductions in poverty
levels. Although the proportion of Ghana’s population defined as poor fell from 51.7% in
1991/92 to 39.5% in 1998/99 and further to 28.5% in 2005/06, poverty still remains an
important challenge (GSGDA, 2010).
The performance of the economy, as measured by the growth rate of the Gross Domestic
Product (GDP), averaged 4.3% per year in the 1990s. Due to the external shocks, triggered
by the decline in the world market prices of Ghana’s major export commodities, cocoa and
gold, GDP growth reduced from 4.4% in 1999 to 3.7% in 2000. From 2001 onwards,
however, growth began to accelerate and reached a high of 7.3% in 2008, which is the
second highest growth rate in the past three decades after the 8.6% recorded in 1984. In the
wake of the global financial crisis and economic decline in 2007/2008, the real GDP growth
rate declined to 4.7% in 2009 (GSGDA, 2010).
Ghana’s GDP was estimated at $39,151 million (GSS 2011 estimates) with a GDP per
capita of $1,598 (GSS 2011 estimates) and growth rate of 14.4% (GSS 2011 estimates).
Rate of unemployment is 11% (CIA 2011 estimates) and the balance of payment and
balance of trade are $546.5 million (BoG 2011 estimates) and $3,183 million deficit (GSS
2011).
The traditional structure of the economy with agriculture as the largest sector has begun to
change and agriculture now only provides 25.6% of total GDP, compared to 25.9% for
industry and 48.5% for services (GSS 2011). Agriculture however still is critical to the
economy, employing over half the workforce on a formal and informal basis and accounting
also for over half of the country’s export earnings. The country produces a variety of crops in
various climatic zones which range from dry savannah to wet forest running in east-west
bands across the country. Agricultural and horticultural crops including cocoa, pineapples,
cashew nuts, yams, grains, oil palms, kola nuts, and timber, form the base of Ghana’s
economy.
Ghana’s agriculture is dominated by smallholders. Indeed, most of the farmers have small
holdings and still produce crops using traditional methods or low resource technologies. It is
estimated that about 31 per cent of the farm holdings are less than one hectare, 55 per cent
are less than 1.6 hectares while only 18 percent are more than 4.0 hectares per farmer. This
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signifies the importance of smallholders and the critical role FBOs have to play for family,
regional and national agricultural production and food security.
2.2. Public Policies
According to the national development agenda, agriculture should not only lead the growth
and structural transformation of the economy but could also maximize the benefits of
accelerated growth (MoFA, 2010). Agricultural policies could thus be expected to reflect the
notable importance of FBO and to create the enabling environment for FBOs to thrive.
2.2.1. FASDEP II, CAADP and METASIP
The Government of Ghana through the Ministry of Food and Agriculture (MoFA) has
developed and implemented a number of policies and strategies as well as projects and
various initiatives over the past decades with food security and poverty reduction as the
main goal. These policies and strategies have included the Food and Agricultural Sector
Development Policy (FASDEP I & II) formulated to provide a framework for modernizing the
agricultural sector and making it a catalyst for rural transformation, in line with the aspirations
of the country’s Growth and Poverty Reduction Strategy (MoFA, 2007). Under FASDEP II, a
value chain approach to agricultural development is adopted and value addition and market
access, which are expected to lead to a structurally transformed economy with increased
food security, new employment opportunities and reduced poverty. It is envisaged that the
plan will be implemented through existing structures in the MDAs and other stakeholder
organizations. Ministry of Food and Agriculture (MOFA) has the lead role in coordinating
partnerships at all levels and in the monitoring and evaluation of the plan.
Ghana subscribes to the Comprehensive Africa Agriculture Development Programme
(CAADP), an initiative under the AU/NEPAD to accelerate growth and eliminate poverty and
hunger among African countries, by increasing public investment in agriculture by a
minimum of 10 per cent of their national budgets in order to sustain a yearly agricultural
growth of at least 6 per cent by 2015. These targets are in conformity with agricultural
performance targets of the Ghana Shared Growth and Development Agenda (GSGDA), the
ECOWAP of ECOWAS and the CAADP of NEPAD and are expected to contribute
significantly to the achievement of the MDGs of the United Nations.
This is to be done through CAADP’s strategic functions, regional and economic
communities, national roundtables and the following four key pillars:
Pillar 1- Extending the area under sustainable land management
Pillar 2 - Improving rural infrastructure and trade-related capacities for market
access
Pillar 3 - Increasing food supply and reducing hunger
Pillar 4 - Agricultural research, technology dissemination and adoption
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The medium term challenge is to increase agriculture productivity and become
internationally competitive. In Ghana the vision is that agriculture must become modernized
and lead to structural transformation of the economy including shifting from agrarian
economy to an industrialized one.
Ghana is implementing the CAADP through the FASDEP II. A Medium Term Agriculture
Sector Investment Plan 2009-2015 (METASIP) has also been designed as the investment
plan to implement the medium term programmes of the FASDEP II and of CAADP.
2.2.2. Short to Medium Term Initiatives
In the short to medium term the government has been implementing four main agricultural
initiatives; block farming1, fertilizer subsidy, Agricultural Mechanization Services Centres
(AMSEC) and National Food Buffer Stock Programme.
3. History of Collective Forms of Economic Organization
3.1. Pre-colonial and colonial era
FBOs have always existed in Ghana in one form or another and have been promoted by
various governmental and non-governmental institutions as well as other private
organizations (J.A. Kwarteng, 2010). Indeed the basic concept of cooperatives dates back to
the age of sedentary farming in various forms known as “Nnoboa” among the Akan
communities in which farmers teamed up to take up joint land preparation and sometimes
also joint harvesting in each team member’s farm (Kayenwee 2001; Department of
Cooperatives, 1990).
In addition to the existence of informal labour exchange groups, Adjetey (1978 cited by
Salifu, 2010) mentioned the longstanding existence of local credit schemes in Ghana, which
are commonly known as susu groups. Susu is a system in which any number of people may
agree to contribute individual sums of money regularly into a pool, which are then handed to
a participant at an appointed time.
A formal cooperative movement began in Ghana in the 1920s when the colonial government
organized producers’ groups to improve the quality of cocoa for export. Cooperatives
became a means to promote the production and to facilitate the collection of cash crops
such as coffee, cocoa, cotton (Hussi et al. 1993). The main intention of colonial authorities in
establishing agricultural cooperatives was to facilitate the implementation of their agricultural
policies, to improve agricultural export flow toward the European market, and to ensure
control of and maintain order in remote rural areas.
In 1929, the colonial government created the post of Registrar of Cooperative Societies
within the Department of Agriculture to give cooperatives statutory recognition. Following the
cooperative model in other British colonies in Africa and Asia, subsequent legislation in
1931, 1937, and 1968 expanded the powers of the Registrar of Cooperatives. The
1
In block farming, farmers cultivate their fields as a group to reduce overall costs and gain access to technical services and
advices.
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Department of Cooperatives (DOC) was established in 1944 specifically for overseeing
cooperative development in Ghana (Dadson 1988 cited by Salifu, 2010). In the late 1940s
and early 1950s, a first national organisation was set up, the Alliance of Ghana
Cooperatives. During this period, the cooperative movement acquired real economic power
built around a strong movement of cocoa cooperatives (Porvali, 1993).
3.2. Post-Independence Era
Following Ghana’s independence in 1957, the new sovereign government continued to
promote agricultural cooperatives, and by 1960 the latter are reported to have been
responsible for the marketing of about 40 percent of the total cocoa produced by the country.
The cooperative movement was becoming not only an economic force but also a political
force in rural areas. It is recorded that the first president of the country developed distrust in
agricultural cooperatives, which were subsequently dissolved in 1961 and their assets
confiscated in favour of an organ of the ruling party, the Convention People’s Party (Young,
Sherman, and Tim 1981; Taylor 2003, cited in Tsekpo 2008).
Assets confiscated were those that belonged to the then Cooperative Bank and those of the
then Cooperative Marketing Company. The assets of cocoa cooperatives were thus
confiscated by the Government and their economic functions transferred to the Cocoa Board
(COCOBOD). These takeovers were accompanied by the dissolution of the Department of
Cooperatives for championing the cause of the dissolved cooperatives.
After the overthrow of the Nkrumah regime in 1966, the remnants of Ghana’s agricultural
cooperatives got revived from their ashes later under the military government led by the
Provisional National Defence Council (PNDC) (Young, Sherman, and Tim 1981).
In 1968, the Cooperative Societies Decree was voted. To implement the decree, the
Government set up the Department of Cooperative (DOC) within the Ministry of Employment
and Social Welfare (MESW), which became the Ministry of Manpower Development and
Employment (MMDE).
Although various governments of Ghana in the post-independence era viewed cooperatives
as key instruments for agricultural and rural development, cooperative development during
this period underwent frequent and major changes in direction (Dadson 1988).
3.3. Structural Adjustment Era
In 1984 Ghana began the implementation of the first phase of an Economic Recovery
Programme (ERP). As part of the ERP, the government following World Bank guidelines,
planned to reduce the role of the public sector and to rely more heavily on the private sector
for the services needed. This was a clear disadvantage for subsistence producers with
scarce means and access to private services. But industrial tree crops such as cocoa,
coffee, and oil palm seedlings, also grown by smallholders, were singled out for assistance.
The government attempted to reduce its role in marketing and assistance to farmers in
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several ways. In particular, the Cocoa Marketing Board steadily relinquished its powers over
pricing and marketing.
In order to set up a representative producers' organisation (cooperative and non
cooperative),the government, established the Ghana National Association of Farmers and
Fishermen (GNAFF) by a Presidential Commission in 1992, as a new farmers' organization
to replace the Ghana Federation of Agricultural Cooperatives. The new organization was to
be funded by the farmers themselves to operate as a cooperative venture at the district,
regional, and national levels.
This liberal approach to the development of cooperatives paved way for other types of rural
and farmers’ self-help organizations for income-generating activities to be formed, all of
which are commonly referred to as farmer-based organizations (FBOs). In particular,
between 2000 and 2007, the World Bank alone invested more than US$9 million for the
development of FBOs as part of Agricultural Services Sub-sector Investment Programme
(AgSSIP 2007).
3.4. Current evolutions (since 2007)
The period since 2007, especially 2007 to 2011 saw a drastic rise in the number of
cooperatives and many other forms of organizations were formed throughout the country.
Salifu et al (2010) noted that this rapid rise is due to NGOs (of which Technoserve Ghana),
government agencies (such as the Ministry of Food and Agriculture -MoFA-Extension
Services), with support from development partners notably CIDA and GIZ and private
investors who increasingly see rural collective action as one important means to achieve
agri-business development objectives. In practice, the emphasis has been on precooperative farmer-based organizations. Salifu estimated the number of FBOs in Ghana to
be around 10,000, mostly located within 23 districts within 5 regions namely Ashanti,
Central, Eastern, Northern and Volta. Most of these FBOS were local level
producer/processing or marketing groups which had rather weak (if at all) structures at the
regional or national levels.
The major contributor to the FBO development drive of this period was the Ghana’s
Millennium Challenge Account (MCA) Compact. In 2007, the Millennium Challenge
Corporation (MCC) approved a five-year US$547 million anti-poverty compact with the
Government of Ghana and a significant proportion of this amount has been used in the
development of FBOs. The Farmer and Enterprise Training in Commercial Agriculture under
the MCA sought to accelerate the development of commercial skills and capacity among
Farmer-Based Organizations (FBOs) and their business partners, including entities adding
value to agricultural crops such as processors and marketers. (MCA Compact). It also
involved capacity building among extension service providers. According to the Compact
Completion Report (December 2011), 1,242 FBOs involving 66,930 farmers were developed
through the Commercial Development of Farmer Organizations (CDFO) Project of the MCA
alone between 2007 and 2011.
The period has also seen efforts to network and strengthen regional and national structures.
These efforts have been particularly supported by the FBO Unit at the MOFA-Extension
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Services Directorate with support of CIDA and GIZ. Other organizations like IFDC and
Oxfam have also promoted the networking and creation of FBO apex bodies. The formation
of the Ghana Federation of Agricultural Producers (GFAP) was the result of such efforts
(refer section 4.2.1 on National Level Organizations).
4. Overall Diagnostic
4.1. General situation of FBOs
4.1.1. Forms
FBOs in Ghana range from informal village-level groups to organized groups. The informal
village-level groups form the greater proportion of FBOs in Ghana. A survey (Salifu, 2010)
on the legal forms of FBO conducted among 501 groups in 2010 revealed that approximately
79% of the FBOs were registered with at least one of the following: the Department of
Cooperatives, the District Assembly, Ministry of Food and Agriculture, Registrar Generals
Department, and Farmer Union. This rate varies by regions, with about 85% registered in the
Southern Ghana, as compared with only 60% in the North. About 57% of the FBOs that were
registered are smallholder dominated. Agricultural extension agents (AEAs) have played a
very important role in the establishment of FBOs. Salifu (2010) shows that most FBOs were
externally started (58%).
The definition of an FBO is still nebulous in Ghana particularly among non-cooperatives.
There appear to be loose use of terminologies such as FBO, farmer group, farmers’
association, farmers’ union interchangeably.
Among cooperatives there is a vertical relationship from community level societies through
district/regional level unions to national associations which converge into the Ghana
Cooperative Council as the ultimate apex body. This structure is however not subscribed to
by non-cooperatives. MOFA and the Department of Cooperatives, the two principal
government agencies that have championed FBO development over the years are not
harmonized in this aspect.
4.1.2. Legal framework
Ghana’s first cooperative legislation dates back to 1929. Consecutive legislations were made
in 1931, 1937, and 1968. The latter is the Cooperative Societies Decree (1968), National
Liberation Council Decree or NLCD 252.
Under NLCD 252, application for registration shall be made to the Registrar of Cooperatives
at DOC. The 1968 decree allows the Registrar to retain considerable control over
cooperative organizations (approval of the granting of loans to members of cooperatives;
approval about the use of production surplus; countersignature of any payment issued by a
cooperative; entitlement to dissolve the board of directors and appoint a caretaker to govern
the business). In addition the members of cooperatives are not free to buy or sell their
property rights and thus to define the most suitable financial structure.
15
NLCD 252 allows also for government assistance to cooperatives. Subject to regulations that
the government may formulate, the government may grant loans to, take shares in or give
financial assistance in any other form to any registered cooperative.
In an effort to revitalize the cooperative movement, in 2001 the Department of Cooperatives
drafted a new cooperative bill (not enacted), with contributions from relevant stakeholders
(the Cooperative Council, the Cooperative College, and some representatives of national
agricultural cooperatives) to replace the 1968 Cooperative Societies Decree. The bill was
reintroduced in 2004 with the support of the Cooperative League of USA (CLUSA) after the
inputs of cooperatives have been incorporated. The bill was believed to be at cabinet level at
the time of the field work in 2012.
Although the cooperative bill is still in draft form, inaccessible to the public, the drafters of the
bill revealed that it has the primary objective of enhancing the autonomy and independence
of cooperatives, thereby reducing the power of DOC to intervene in cooperative decision
making (Tsekpo 2008). The bill also includes a proposal for the establishment of a
Cooperative Development Fund to sponsor education and training of cooperative members
and to promote cooperative activities (Tsekpo 2008).
The field work results showed that three (the 2 rice groups and the vegetable group) out of
the four FBOs were cooperatives registered with the Department of Cooperatives and
registered also with the FBO Secretariat of MOFA as well as with their local district/municipal
authorities. ROAA however was registered with the Registrar Generals Department under
the Companies Code of 1963. Whereas the 2 rice groups resulted as follow up activities to
government irrigation projects, the other 2 began out of the initiative of groups of farmers
and rubber agents.
According to all the food crop producer groups met with during the study, as non-profit
making voluntary associations, FBOs do not pay any taxes for their corporate activities
except for annual fees paid to the Registrar Generals Department or the Registrar of
Cooperatives as the case may be, during submission of their end of year returns. Individual
members of FBOs engaged in commercial farming activities are however subject to the
Internal Revenue Act-2000 (592) Section 7 (income from a business). The rubber producer
group indicated of their information on a retention tax for tree crops starting ten years from
the year it comes into maturity (which is 7 years post-planting in the case of rubber). For the
first batch of rubber outgrowers that planted in 1995, for instance, this tax liability is expected
to start from this year 2012. ROAA is still hoping to negotiate with Parliament for a fair rate
and a consolidation of the withholding tax with any other tax that may also accrue.
4.1.3. Number
A national FBO Secretariat has been set up at the Ministry of Food and AgricultureDirectorate of Agricultural Extension Services (MOFA-DAES) and acts as a Secretariat to
the FBO National Steering Committee whose activities cover all FBOs in the country. It has
undertaken in 2008 an exercise of registration of all active FBOs in the country to generate a
credible database of FBOs.
16
In the exercise towards registration of FBOs in 2008, MOFA-DAES called for voluntary
registration by FBOs and had them screened by a team of consultants for validation and
recommendation of those eligible to receive support.
Eligibility was defined based on a combination of the following factors among others:

proof of formal registration with a public institution (DOC, MoFA, Registrar General’s
Department, District Assembly, and so on),

existence of a collective bank account,

existence of written rules (constitutions or by-laws),

evidence of regular internal gatherings (open to all members),

evidence of regular financial contributions (made by the members), and

evidence of active leadership.
At the end of the exercise, out of a total of 3,052 FBOs and agricultural cooperatives, 2,324
were identified as eligible, and 728 were identified as ineligible for public support. Currently
5658 active FBOs have so far been validated and included in the database (FBO
Secretariat).
There is an absence of a reliable central database on the sociological profile of members of
FBOs including formal cooperatives in Ghana. Numbers of FBOs therefore come from varied
sources and are likely to overlap and contradict each other. According to Ghana Cooperative
Council report, there were as many as 2,852 registered cooperatives of which 1,463
(representing 51.3%) were agricultural cooperatives. The total membership of the
cooperatives movement in Ghana was estimated by the Department of Cooperatives (DoC)
and the GCC at 2.4 million in 2005. This number is projected to have increased to a little
over 3 million representing over 25% growth over a 7-year period (2005-2011).
The four groups studied, together have a total membership of 8,664 (Table 1 below) which
averages as 2,166 with room for growth especially for the Rubber Outgrowers and Agents
Association whiles the others seem to be limited by land availability on the project site (for
the rice groups) and geographical boundary (the Eastern Gomoa group locked within the
district boundaries).
4.1.4. Gender
Not much gender analysis of FBOs appears to have been done in terms of women-only
FBOs and proportion of women members in all-gender FBOs. Generally however the
proportion of males in FBOs exceeds that of females in contrast to the numbers of males
and females engaged in farming activities in Ghana. Women constitute over half of the
agricultural labour force and are credited with producing around 70 per cent of the country’s
food (African Development Fund, 2008). Ghanaian women do most of the planting, weeding,
harvesting and transporting of produce and also dominate in food crop farming. Women also
accounted for 95 per cent of those involved in agro-processing and 85 per cent of those in
food distribution (MOFA, undated).
17
In the four case studies looked at as part of this study, none of the 4 FBOs was a single sex
producer group, each of the groups however comprised of over 60% men with the average
percentage of women for all the four put together being about 32%.
Table 1: Gender Analysis of FBOs (Among case study FBOs)
FBO
Females
Males
Total
% Females
Rubber Outgrowers and Agents Association
(ROAA)
1621
3919
5540
29.3
Eastern Gomoa Vegetable Cooperative
Union
210
320
530
39.6
Osudoku Agricultural Cooperative Ltd
916
1584
2500
36.6
Ashaiman Irrigation Farmers Cooperative
Society
17
77
94
18.1
Overall
2764
5900
8664
31.9
Average
691
1475
2166
31.9
4.2. Main organizations
4.2.1. National level organisations
Attached as appendix 1 is the summary profiles of a number of FBO apex bodies (national
and regional) that participated in a Ministry of Food and Agriculture (MoFA)’s FBO Apex
Bodies’ Capacity Building Forum held in November 2011.
a. Generalist organisations
The Ghana National Association of Farmers and Fishermen and Fishermen (GNAFF)
was established in 1992 on the mandate of the 1992 constitution of the Republic of Ghana
as a Non Governmental Organization to play a proactive role in agricultural and rural
development of Ghana. GNAFF is structured at four level (i.e. community, district, regional
and national). In 2002, the Association embarked on a restructuring and reorganization
programme. According to the national coordinator and the administrator, membership
reaches 3,000,000 individuals. The membership of GNAFF is mainly opened to smallholder
farmers and fishermen.
GNAFF’s main activities include the mobilization of agricultural producers and the
presentation of a unified front and a stronger voice; the contribution to policies by members
nominated to serve on Boards, Commissions and Committees of Ministries, Departments
and Agencies of Government; the facilitation of an access to technologies, credit, markets
etc. in order to increase productivity and incomes of members, and the contact with partners
from the government, private sector, NGOs (local and foreign) that want to invest in the
agriculture sector.
18
The Peasant Farmers Association of Ghana (PFAG), membership is made up of farmer
groups and individuals numbering over 30,000 in approximately 50 districts in all 10 regions
of Ghana. PFAG was founded in 2005 through an initial partnership with Oxfam. Since 2005
PFAG has grown to stand alone, independent of Oxfam and has become known among civil
society organisations and NGOs fighting for trade justice, fair agricultural and trade policies
and poverty reduction. Its work includes advocacy and lobbying, research and capacity
building (source PFAG).
The Farmers’ Organization Network in Ghana (FONG) is an apex body of small scale
farmers and fishermen based organizations in Ghana. It was established in 2003 with the
vision to make farming an attractive business venture for small scale operators. FONG’s
mission is to create a network of those organizations in Ghana, to empower individuals and
members in order to contribute to agriculture development, economic growth and
sustainable use of natural resources. FONG is a member of the network of Peasant
organizations and Producers in West Africa (ROPPA). FONG estimates its membership
around 3,500 persons.
The Apex Farmers Organization of Ghana, established in 2003, is an apex organization
for farmers' organizations. It has 37 organizations members. The mission statement is to
unify farmers' organizations in Ghana to lobby, provide services and information in order to
enhance security, financial and economic advantages of its members. APFOG is run via a
national office based in Accra and is supported by four zonal offices. The National Executive
Council is the decision-making body and consists of five members representing different
commodities.
In October 2009, the four organisations formed the Ghana Federation of Agricultural
Producers (GFAP) which currently represents Ghanaian farmers on the ROPPA. GFAP was
launched under the theme of “enhancing agricultural development with a united voice”.
GFAP is a private non-governmental organisation formed to spearhead the course of
unifying all farmer groups in Ghana and to advocate favourable policies for agricultural
producers in Ghana
The main objectives of GFAP are threefold : to establish process for strong lobbying and
advocacy for the establishment of an agricultural development funds by the Government that
would support the value chain agriculture products in Ghana ; to provide a collective forum
for members to exchange information and share ideas, issues and constraints relevant to the
development of their own food businesses ; and to initiate schemes to promote Ghanaian
agricultural produce and collaborate with any other body whether local, regional, national or
international, on projects that will further the purpose of the Federation.
b. Sectoral organizations
Rice sector:
In the rice sector, there is no professional representation at national level but a rice interprofessional body, Ghanaian Rice Inter-professional Body (GRIB). It was created in 2004
under the FSRPOP (Food Security and Rice Producer Organisations Project), following a
19
series of national consultations gathering the stakeholders of the sector. The GRIB has been
registered as a Company Limited by Guarantee on 30 th October 2004.The concept of interprofessional body was quite new in Ghana and there was no specific legal context
concerning them.
GRIB’s membership has increased since its creation: The body had 21 registered members
in 2005 and 98 registered members representing 8000 stakeholders in 2008: 27 rice FBOs
(representing around 7,000 farmers), 12 rice millers groups, 8 women rice marketers’
groups, 7 par-boiler groups, 6 rice brokers, 3 importers and 1 input dealer.
GRIB was established through a Minister of Food and Agriculture Initiative with a rather “topdown” approach. The decentralization of GRIB is in progress since 2006, with the election of
zonal representatives to be members of the executive committee of GRIB.
GRIB’s actions include member training in group development (group dynamics, proposal
writing, and participatory planning of activities) or economic services (record keeping of
business operations and profitability analysis, training in input cost negotiation and bulk
purchases), information and advocacy. It has been implementing pilot operations, such as a
credit line for rice marketing or quality upgrading. GRIB is also lobbying for a Rice
Development Fund, which could be financed by a 5% levy on imported rice. GRIB’s activities
are financed in part with dues of between GHS25.0 to GHS150.0 depending on size of
operation of member (Even, 2008).
Cocoa sector:
The state has retained full control on the cocoa industry particularly the marketing system
and has been setting a minimum price at the start of each season based on its projected
sales income less expected costs. The cost of state support to the sector is therefore of
critical importance – the higher the expenditure on government outfits and workers, the less
there is available for farmers. At times, farmers have received less than 30 per cent of the
export price, with the rest going to government. The presence of a farmers’ mouthpiece is
therefore most critical. There is a national apex Association of cocoa, coffee and Shea
nut farmers. Membership comprises all cocoa, coffee and shea nut pickers across the
country with their head office in Accra. The association is governed by a system of district
and regional Chief Cocoa farmers from all the cocoa growing districts and regions and
headed by a National Chief Cocoa Famer. They officially speak with government on behalf
of cocoa farmers. Two of their representatives serve on the Board of the Cocoa Marketing
Board (Baah, 2008).
The association operates actively at the national level as a mouthpiece for cocoa farmers in
negotiations with the COCOBOD (government). Negotiations have led to increases of the
farmer price as follows: 2008/2009 GHc632/tonne, 2009/2010 GHc2,208/tonne and later to
GHc2,400 in the same year and 2010/2011 Ghc3,200 (Press Statement, Association of
Cocoa, Coffee and Shea nut Farmers, January 2011).
There has been the development of sub-groupings under the apex such as Kuapa Kokoo (a
trading company involving over 60,000 cocoa farmers).
20
Cotton sector:
The Ghana Cotton Farmers Association is composed of a number of farmers producing
cotton in the three northern regions of Ghana. Just as cotton production has faced
challenges so has the association. It is relatively weaker compared to those of cocoa and
other commodities or compared to the cotton farmers in Burkina Faso. This negatively
affects the entire cotton production system in Ghana causing lots of inefficiency, both on
behalf of the cotton companies in negotiations and also in terms of efficient input supply
schemes.
The association has also been affected because in the Government’s effort to revamp the
cotton industry it has entered into an agreement with three big companies, Armajaro, Wienco
and Olam Ghana giving them the sole right to produce cotton in the country (PFAG and the
Association of African Cotton Producers –AproCA- Accra Seminar Report, 2012).
Horticulture sector:
Vegetables Producers & Exporters Association of Ghana (VEPEAG) is a national
organization duly registered under the company's code of 1963 limited by guarantee. It was
created in 1997 by a group of vegetable producers and exporters. They currently have 150
members.
At formation, the association had a mission to promote and establish Ghana as an important
vegetable producer and exporter on the world market. It has established relationships with
small vegetable producers in Ghana as well as importers in European markets.
VEPAEG provides marketing information, lobbies the government for the necessary support
for the vegetable industry, and organizes regular workshops and seminars on good
agricultural practices for members and sources produce from members and exports as a
group.
Right from its inception, VEPEAG has been nurtured by the MOFA through institutional
support of its secretariat, training, and the provisions of a central grading and packing facility.
VEPEAG has also developed close ties with local and international agencies such as Ghana
Export Promotion Council, CARE International, TechnoServe, Amex International and
Ghana Investments Promotion Center who provide a wide range of assistance from
institutional support, training in agri-business, and actual sponsorship to international fairs
and conferences.
The secretariat of the Association is managed by an executive council. Also serving on the
executive council are coopted members from relevant linkage organizations like, MOFA, The
Ghana Export Promotion Council (GEPC) and Ghana Investment Promotion Center (GIPC).
VEPEAG is represented on the board of the umbrella organization FAGE (Federation of
Associations of Ghana Exporters).
The field work showed that the 2 rice groups were affiliated to both PFAG and GRIB
whereas the Eastern Gomoa Group (a predominantly vegetable producer) group had an
affiliation with VEPEAG although not as a member organization but in a kind of outgrower
21
relationship. The Rubber Outgrowers and Agents Association in her books is expected to
have a membership affiliation with APFOG but this is non-functional on the ground because
the association’s members are not yet convinced of the benefits of the services they could
receive from belonging to APFOG.
4.2.2. Regional level organizations
At the regional level, there are mostly multi-purpose groups that have been initiated by
government development projects, NGOs for their development interventions, church/faith
based organizations or banks and other financial institutions for purposes of credit
disbursement (even though the credit is disbursed to individuals). The members’ motivation
is usually the help coming from the initiators more than on self help mobilization. Their sizes
vary and normally range between 50 and 1000. NGOs often work with community based
groups in the areas facilitating access to and adoption of technologies towards increasing
agricultural production and productivity, value addition and market facilitation. National apex
bodies also may serve as collaborators in the capacity of NGOs to reach farmers at the
grassroots. The regional level groups may be collecting dues from their members but
normally have no financial obligation to these NGOs.
Regional level groups that are in the main product associations such as the Rubber
outgrowers and Agents’ Association (ROAA) (see case study) and Kuapa Kokoo however
tend to be very focused and independent.
Kuapa Kokoo
Until 1993 the government exercised full monopoly control over Ghana's cocoa trade
through the Ghana Cocoa Board (Cocobod). Cocobod contributed to Ghana's international
reputation for high quality cocoa by providing a Research Institute, quality control
programmes, and subsidised inputs to farmers. By regulating sales and exports, Cocobod
aspired to protect growers from price fluctuations, but farmers were often cheated by
Cocobod's buying agents and received less than 40% of the world market price. In the
1970s and 1980s the industry experienced severe difficulties as plummeting world prices
and drought, hit production. In 1993 the government began the liberalisation and
restructuring of the cocoa industry in line with structural adjustment programmes. Cocobod
was restructured and the number of employees were divided by ten, while services such as
marketing and technical support were opened up to private companies. Currently, 24 private
licensed buying companies (LBCs) have been granted licences by the government to buy
cocoa from farmers on behalf of the Cocoa Marketing Company Ltd (CMC), the marketing
arm of the COCOBOD which retains its monopoly on exports. LBCs can set up operations at
the cocoa buying stations in around 2,700 locations in the cocoa growing areas of southern
Ghana, where they compete to buy cocoa beans from farmers. They pay farmers the official
price set by COCOBOD at the beginning of each season and receive a fixed 9% margin from
CMC. Competition among the companies is generated through non-price strategies such as
prompt cash payment and greater provision of services such as subsidised fertilizer and
credit. (Fair Trade Foundation)
Kuapa Kokoo Limited (KKL) was formed in 1993 by a group of cocoa farmers supported by
Twin Trading and SNV. It became a cooperative in 1996 as Kuapa Kokoo Union (KKU).
Kuapa Kokoo is the only farmer-owned company among the LBCs and the only major cocoa
22
producer cooperative. In this marketing role, Kuapa Kokoo purchases cocoa from members
and other farmers on behalf of the state-run cocoa board (Sanz, 2003). Kuapa Kokoo sells
some of its cocoa through the Fair trade system (27% of production in 2008/09) The rest is
sold through the government marketing board. KKU received its first Fairtrade certification in
1995; it is the only source of FT cocoa in Ghana.
Kuapa Kokoo now represents almost 50,000 small-scale cocoa growers who produced
35,000 tons of cocoa beans in 2008, representing 5% of Ghana's total production (FAO).
Kuapa Kokoo is a composite organisation under the umbrella of the KKU. KKU was
registered and incorporated in Accra on 30th July 1996 under the companies Code 1963 as
a company limited by guarantee. The sub-units are:
 Kuapa Kokoo Limited is the commercial and trading wing, a private company
accredited as a Licensed Buying Company (LBC) and authorized to carry out cocoa
purchasing activities throughout the country. It provides a range of training programmes and
services such as subsidised agricultural inputs.
 Kuapa Kokoo Farmers Trust was set up in 1996 t to receive all general funds meant
for all the farmers. Most of the funds are obtained from Fairtrade Premiums. Disbursements
are made to provide social infrastructure and income generation projects for farmers.
 Kuapa Kokoo Credit Union is a legal entity that promotes savings schemes and
performs the role of a rural bank
 Divine Chocolate is a UK joint venture company set up by Kuapa Kokoo, Twin and
The Body Shop and supported by Christian Aid and Comic Relief. DC markets chocolate
products made from Kuapa Kokoo cocoain the UK, Europe, Canada, and the US. Kuapa
Kokoo owns a 45% share in the company and has two elected representatives on the board.
The government price has effectively been above the Fairtrade minimum price in recent
years due to high world prices. It includes an additional price differential of up to 10% for
high quality Ghanaian cocoa beans. Kuapa Kokoo has been able to improve the livelihoods
its members with the additional income from Fairtrade premiums that has been used for:
23

Direct payments to farmers in the form of an end-of-year bonus

Social projects including the provision of wells and bore holes for drinking water

Mobile health programme visiting members’ villages

The construction of two day-care centres, a block of six classrooms and purchase of
two mobile cinema vans for a farmers' education programme

Construction of warehousing at Tema port

Employment of Development Officers to advise farmers on good agricultural
practices, set up training programmes in management and leadership skills, and
organise HIV/AIDS workshops

Alternative income generating schemes, particularly for women, such as tie-dye
textiles, soap making, palm nut production and palm oil extraction, corn milling, and
snail farming for local and export markets (Fair Trade Foundation).
Source: Sanz Cortés, 2003 and Kuapa Kokoo website
4.3. Activities and Member Services
4.3.1. At grassroots level
The purposes for which FBOs are formed are as diverse as the groups themselves.
A core function for FBOs in food production is the purchasing and supply of inputs. Some of
the services they undertake include land preparation, seed procurement and distribution,
harvesting of crops, processing and marketing of produce, sourcing of funds and agricultural
machinery and training of farmers.
FBOs normally are involved in one or more of the activities mentioned above and engage at
the same time in livelihood protection activities (such as external fund-raising, community
work, or mutual support in case of illnesses, funerals, weddings, and so on), environmental
management (to regulate the use of common natural resources such as forests,
groundwater basins, irrigation schemes, pastures, fish stocks, and so on).
Salifu (Salifu et al 2010) describes the main activities of the 501 FBOs from 40 districts
drawn from 6 regions. It shows that many FBOs could best be described as multipurpose
groups. These activities are described below, classified by order of importance in Salifu et al.
(2010). The field work during the study revealed some additional results in respect of the
various activities popular with FBOs.
i. Mutual labor support (MLS) refers to a situation where members of an FBO pool
labor to work on each member’s farm in rotation. It is widely practiced among members,
especially when seasonal labour requirements are at a peak. Close to half of the total FBOs
practised MLS.
According to the field work, some members within the 2 rice groups and the Eastern Gomoa
vegetable group offered mutual labour support to each other when they found it necessary. It
was not however organized as a whole group activity. Mutual labour support was however
absent with the Rubber group where permanent and casual paid labour was the common
practice. It was however possible for 2 outgrowers with relatively smaller plantations to share
the services of one tapper.
ii. Welfare services (47% of the FBOs): FBOs discharge their social responsibility by
assisting members in times of need. In instances such as funerals, weddings, naming
ceremonies, sickness and hospitalization, members pool resources together to support the
individual in need. In cases, money can be taken from the group’s bank account.
According to the field work, all four groups offered some welfare solidarity to bereaved
members in particular. ROAA had it well structured with regular dues collected and a welfare
constitution that spelt out benefits and conditions as well as mode of payment to bereaved
members and next of kins of dead members.
24
iii. Input procurement (24% of the surveyed FBOs) such as fertilizers, insecticides,
herbicides and equipment is a core economic function for FBOs. It appeared that the
majority of the FBOs in this collective activity paid cash for their inputs with very few FBOs
obtaining inputs on credit from dealers. The three main reasons why FBOs collectively
procure inputs are: (a) to minimize transportation costs; and (b) to enjoy discounts that come
with bulk purchases or service provision; (c) input dealers prefer selling on a credit basis to
groups rather than individuals.
According to the field work, all 4 groups facilitated input procurement for members through
bulk negotiation and purchasing. ROAA and the Ashaiman group retailed the procured
inputs to their members. ROAA through it input store and the Ashaiman group through their
Farmers’ Bank. The Ashaiman one was repaid in cash or kind whiles the ROAA one was a
cash and carry system. In both cases however the price is better than the prevailing market
price.
iv. Marketing (about 13% of the surveyed FBOs): Two main reasons why members of
FBOs engaged in marketing are: first, to minimize the cost of transportation; and second, to
give members of the group collective bargaining power. With this form of marketing,
members of an FBO do not necessarily engage in collective production or agro-processing
but only decide to use a common means to transport their product to market centers. In most
cases, one or two members accompany the product to sell on behalf of the group.
According to the field work, all 4 groups negotiated output prices for their produce and
agreed with the buyers on unit prices which would apply for all members. Only the Eastern
Gomoa group did joint marketing. The Ashaiman group also marketed only produce that
belonged to group.
v. Community development (15% of the FBOs): weeding and sweeping around their
environment; planting trees in and around the community; and lobbying and contributing
money or labor for the construction of schools, hospitals, boreholes, wells, and electricity
According to the field work,
vi. Access to credit (12% of the surveyed FBOs): members of an FBO borrow money
available in the group’s bank account often with no interest; through the susu system, where
members contribute equal amount of money at regular intervals and the total amount is
passed on to one member until each and every member receives his/her share of the
contribution; or some others team up to obtain loans (the Agriculture Development Bank
credit groups.
According to the field work, all 4 groups considered facilitating members’ access to credit an
important service. Executives therefore sourced for funding/financing sources and
arrangements or favourable packages. They sourced for projects with pre-financing
components such as government or NGO or development partner arrangements and grants.
ROAA has negotiated for a number of phases to the Rubber Outgrower Plantation Projects
which gives its members a grant component and a production credit component for prefinancing the plantation till after maturity. ROAA executives also negotiate for better interest
25
rates and repayment terms for its members. The other 3 groups similarly look for
government and NGO arrangements or packages with favourable conditions to their
members. ROAA also has began to run a credit union which is aimed at enabling members
to obtain soft loans (3% interestimates) for farming and other activities. The Ashaiman group
also operates a “Farmers Bank” that also gives soft loans in kind and inputs to members.
vii. Technical advice: groups are set up to access technical information (contact groups
in relation with extension workers of DAES or with NGOs).
viii. Processing FBOs are usually formed to support the processing of agricultural
output. A classic example is given by dairy processing groups collecting milk and
transforming it into butter, yogurt, and/or cheese especially in the Greater Accra and
Northern regions. Other examples observed in Ghana are shea butter processing groups,
palm oil processing groups, gari (ground cassava) processing groups, smoked fish
processing groups, and so forth.
According to the field work, none of the groups investigated was into any serious processing
activity.
ix. Other Services: All 4 groups also facilitate training and other capacity building
programmes for their members. ROAA is able to pay for training consultancies for its
members. Others facilitate such trainings for their members through the support of other
facilities. The Eastern Gomoa group for instance was benefiting from a management
capacity development support/mentoring through a BUSAC facility.
ROAA was also into nursery stock production and supply to its members
4.3.2. Larger organizations
Beyond this multitude of small local organisations, larger organisations had been set up
around certain sectors especially for the promotion of production and exportation of produce
(Horticulturalist Association of Ghana, Vegetables Producers and Exporters Association of
Ghana, Yam Farmers & Exporters Association, Cotton Growers Association, Citrus Growers
Association of Ghana, etc.). They play an important role in facilitating relations between
producers and the market (market information, upstream and downstream negotiation,
marketing and input supply, transportation, processing).
Groups such as the Vegetable Producers and Exporters Association of Ghana offer
technical services in terms of business planning for export crop producers.
The Rubber Outgrowers and Agents Association (see case study in appendix) offers nursery
stock production and supply, price negotiation with the main rubber buyer, bank interest rate
negotiation, input procurement, fund management e.g. the fidelity bonus, a credit union and
a welfare scheme.
4.4. Perception of FBO dynamics
Despite the realization that FBOs hold promise for moving Ghana’s agricultural sector
forward, including improving agricultural output and employment, there is limited evidence on
their characteristics, activities, and performance, and the sector seems yet less vibrant than
expected.
26
4.4.1. Economic services
Despite the widespread use of the FBO and the cooperative concepts, there is very little
information on their economic significance to the overall economy.
In the cooperative sector: the Ghana Cooperative Council (GCC) and the Department of
Cooperatives estimate that there are approximately 2,400,000 members. This approximates
to 25% of the economically active population. However, the weak linkages between the
primary societies, the district/regional unions and the federations make it difficult to verify the
veracity of this figure.
Information on the assets and finances is difficult to come by. Managers of the cooperative
movement, officers of the DOC and other independent observers of the state of cooperatives
in Ghana often suggest that the poor performance of cooperatives and also the current
structure of the cooperatives may be attributed to the involvement of government in
cooperative activities including the introduction of cooperatives. Patronage often disorients
cooperatives, making them consider themselves as subverted organizations rather than
member-owned and democratically controlled enterprises with a mission to produce and
share surplus among members (Tsekpo, 2008).
The evidence is that most cooperatives in Ghana remain very small and for that matter are
not able to take advantage of scope and scale economies. The assets base of these
cooperatives is such that they are not able to hire managerial staff. Thus, the administrative
function is taken up by volunteers who must often train themselves with their own resources.
Production and service cooperatives appear to suffer from the old orientation that positions
cooperatives to take advantage of government and donor resources. The FAO observed that
the decline in government assistance to the agricultural sector, coupled with governmental
decentralization and liberalization of market conditions have led to a dramatic fall in public
services to rural areas, to a weakening of farmer organization, business competitiveness,
increased rural poverty and restricted national economic growth (FAO, 2003). In the situation
where production cooperatives do not perform joint marketing, the absence of subsidized
inputs has limited their role to the search for credit.
The successful cooperatives point to the fact that effective management is an important
element in sustainability of cooperatives in a market-oriented economy. Cooperatives that
have a management with clear vision are able to identify opportunities for generating surplus
and investing the surplus to take care of the community and also distribute surplus to
members (Tsekpo, 2008).
Government officials advise groups to form cooperatives to qualify for such facilities as may
be available under the poverty reduction lending. The main effect of the way cooperative
formation is engineered by public officers is that communities and individuals equate
cooperatives with the formation of groups to secure funding from government, NGOs and
other donors. The outcome of this view is that most cooperatives seek resource inputs
particularly credit believing that it is the only legitimate activity of the group. Therefore many
cooperatives stop holding together and may break up when they cease to receive funding or
27
when they fail to attract any funding. This may account for the large number of cooperatives
registered and the few that are active.
The situation is made more precarious with the liberalization of the agricultural inputs
market. Since the liberalization of the agricultural inputs market, cooperatives can only
anticipate financial help from the state and other agencies through microfinance schemes.
Many NGOs which are filling in the gap of delivering agricultural inputs since liberalization
have no preference for cooperatives, as they often prefer to experience the dynamics of
group formation as part of their activities (Tsekpo, 2008).
It is not an exaggeration to argue that most producer and service cooperatives remain
functional as a result of their engagement in non-economic activities. They make regular
contributions and raise funds to participating in the social engagement of their members
(sickness, funerals, etc.) In the absence of any social insurance schemes covering the
majority of these cooperative members who operate largely in the informal economy,
members treasure these non-economic activities as a social support system.
An FBO Apex Bodies Forum organized by the MoFA-DAES with funding from CIDA in
November 2011 revealed that FBOs and FBO apex bodies are far weaker and do not
measure up to the standard of being self-evolving, self-sustaining, competitive economic or
commercial entities (FBO Apex Capacity Building Forum, November 2011).
This was collaborated during the field work by the Department of Cooperatives which
attributes this state of affairs among other things to its own weak capacity (staff and logistics)
to supervise and backstop grassroots group activities. Likewise, the Ghana Cooperative
Council (GCC), the apex body of all cooperatives, also admits to its weaknesses, a situation
it attributes to the decline of the cooperative movement as a whole and over-dependency on
government support. Weak management, lack of coordination and undue interference by
government authorities is how the GCC characterized the state of the movement.
There is however much more cohesion at the basic unit level especially among self-evolved
FBOs. The general situation of weakness notwithstanding, there nevertheless are a few
success stories that inspire hope for FBO activities in Ghana.
Field study results showed that the rice groups had been the products of government
irrigation projects while the Rubber group and the vegetable groups had been more out of
the initiatives of founding members. All 4 groups investigated were active groups functioning
not around non-economic activities but more around economic activities of production,
procurements marketing negotiations, loan contracting etc.
All 4 had some reasonable assets including Office facilities (built for the association as part
of the assistance under ROPP phase II) and furnishings, 1 4X4 vehicle, motorbikes for staff,
a 7.5ha rubber nursery and group rubber plantation for ROAA. Ashaiman and Osudoku also
have office facilities, drying floors and storage barns and tractors inherited from the irrigation
projects and from JICA.
In terms of management and administration, ROAA had its own paid staff including 3
university graduates who served as Coordinator, Accounts Officer and Credit Union Officer
respectively. These were supported by other office and field staff to assist the ROAA
executive Committee in the day to day running of the association. The 2 rice groups still
28
enjoy the support of the Irrigation Development Authority Officers and District Cooperative
Officers to help them with management and the field work. Ashaiman group also had a paid
accounts staff who assisted them with running the Farmers’ Bank. The Eastern Gomoa
group was benefiting from technical assistance from a consultant hired through a BUSAC
support facility.
4.4.2. Cooperation
The underlying vision for all the FBO (both the cooperative and the non/pre-cooperatives) in
Ghana is that they would become formed and fashioned after the principles of cooperation
based on the values of self-help, self-responsibility, democracy, equality, equity and
solidarity. These principles are however in most cases not pursued. What an FBO can do for
itself appeared in most cases not to be as important motivation as what government or
development partners can do for the FBO because they are a group.
Cooperation among FBOs ought to be both vertical and horizontal. Lots of cooperation
activity goes on among the various FBOs. More of these are on the horizontal level than the
vertical. The more effective vertical cooperation is what occurs along the four tier structure of
the cooperative movement from the society through the unions, the associations and
ultimately ending with the Cooperative Council. Currently there are several unions at the
district and regional levels formed from several more societies at the community levels. All
the unions then aggregate at the national level into 13 associations which converge into the
Ghana Cooperative Council.
Ghana Cooperatives Council (GCC)
The GCC is the apex body of the cooperative movement at the national level. It is headed by
the secretary general who reports to the national executive committee. Membership of the
GCC is made up of national associations. However not all of them are active. In recent times
about ten affiliated national associations were active on the GCC. Staffing is one of the
major problems of the apex body. Currently the total staffing position is 25 of which 15 are
located in the head office in Accra and one located in each of the ten administrative regions
of Ghana. Under the Agricultural Services Sub-sector Investment Programme (AgSSIP)
resources were made available through the Ministry of Food and Agriculture (MOFA) to the
GCC to help organize farmer-based organizations into viable member-owned organizations
and also to equip the GCC to render meaningful service to cooperatives for a fee. the staff of
the GCC are still on government pay roll. The GCC is pursuing active collaboration with
other stakeholders to promote the new legal framework for cooperatives.
However, primary societies and district/regional unions often see the national association or
federation as quasi government agencies that provide useful services but do not belong to
them (Birchall, 2004). Linkages between apex bodies and constituent primary
societies/groups are very weak and in most cases mal-functioning. There is little interaction
with the apex bodies and federations or district/regional unions, the associations, and the
GCC in the case of registered cooperatives. This situation is often blamed on poor member
participation and high illiteracy rate among members that leaves control of
29
activities/operations of the FBOs/societies in the hands of few to the neglect of the majority.
High level of poverty among members is also often cited. As a result, the general feeling
among the basic FBO units /societies is that higher levels of the cooperative movement are
irrelevant.
Apex bodies’ dependence on government for various support packages or subvention also
obscures the need to cultivate the societies to the point where they can sustain the
Cooperative Movement or the FBO. Most of the apex bodies operate more as nongovernmental organizations providing cost-free support to small holder farmers. Currently in
Ghana a number of FBO have sprang up that claim substantial numbers of constituents at
the grassroots.
4.4.3. Significance and Participation of FBOs/Cooperatives in Public Policies
a. The recognition of FBO importance in public policy documents
In Ghana smallholders are in the majority and must transform with a commercial orientation
through modern technology and practices. The formation, nurturing and sustainability of
FBOs (cooperatives and pre-cooperatives) and their networks is recognized as holding
promise towards helping ensure that the country achieves the government’s vision of
accelerated agricultural development. Nearly all Ministry of Food and Agriculture projects as
well as other Government agricultural interventions such as the Millennium Challenge
Account Compact used the FBO/farmer group approach.
The policies see the following as key challenges to FBO capacity and participation: i) FBOs
are small and scattered which reduces their capacity for competition, ii) There are some
national level registered bodies with international experience but with weak grassroots and
iii) There are a number of grassroots level groups but these lack the experience to compete
at the continent and global level
Promotion of farmer and rural organizations has been a key strategy of government to
facilitate access of farmers, especially smallholders, to services and inputs. This is evident in
the institutional strategies in sector projects with FBOs as focal point for interventions and
the efforts the government has made under agricultural extension including the creation of
an FBO Secretariat, the establishment of an FBO development fund, database development
and capacity building of FBOs.
In the CAADP, farmer and rural organizations are at the primary level where reforms must
happen on a scale that can transform agriculture. The FBOs are expected to be able to:

Participate in policy dialogue to ensure that their interests are reflected;

Invest in productive activities in the sector;

Ensure that commercialization
environmental sustainability;

Support training and improve skills of the sector’s manpower;

Participate in research and utilize results;

Disseminate of good agricultural practices;

Comply with laws and regulations;
is
balanced
with
social
responsibility
and
30

Partner government in sector development.

In the METASIP a specific component (2.4) is targeted at intensification of FBOs and
Out-Grower Concept. FBOs are expected to participate in the following activities:

Building of FBOs from primary to tertiary level at the district level

Establish arbitration systems in the out grower schemes.

Establish a mentoring system for developing new out-grower schemes (e.g. nucleus
farmers and award winners).

Sensitize FBOs and out-growers in the value chain concept

Support provision of embedded services through FBO and nucleus-out grower
systems and input/crop traders

Facilitate the development of FBOs to the level of input and service providers

Facilitate linkage to credit sources and industry
Again and more explicitly is the central role and partnership in the context of the Regional
Agricultural Policy for West Africa (ECOWAP) and the associated ECOWAS Regional
Compact to which the GFAP was signatory. Currently FBO representatives serve on the
METASIP steering Committee as well as on various working groups including the Strategic
Analysis and Knowledge Support System (SAKSS) nodes and policy dialogue fora.
b. Participation in policy elaboration and implementation
Most of the umbrella organizations are recognized by government and indeed are engaged
as farmer organization partners by the Ministry of Food and Agriculture in the
implementation of Ghana’s METASIP and the CAADP. These include Ghana National
Association of Farmers and Fishermen (GNAFF), Farmers Organization Network of Ghana
(FONG), Apex Farmers Organization of Ghana (APFOG) among others. Under the CAADP
there is expected a single platform of all the FBOs in Ghana that would speak for all the
farmers. Currently this position is being held by the Ghana Federation of Agricultural
Producers (GFAP).
The Ghana Cooperative Council which was a partner to MoFA under the AgSSIP, however
appear missing alongside the Department of Cooperatives from the METASIP which
incidentally is the agriculture sector component of the Government of Ghana’s main
development plan- the Ghana Shared Growth and development Agenda (GSGDA). There is
therefore still no single apex body that speaks for all farmers/FBOs.
Present capacities of the FBOs in Ghana are however inadequate to enable them effectively
participate in these policies and programmes and to take full advantage of the opportunities
that may exist.
The BUSAC has made positive strides in contributing to the growth of the agriculture sector
and the economy in Ghana as a whole, but it still has a long way to go in the creation of an
improved enabling environment for the desired and anticipated economic growth. More
31
political commitment is expected from the government in helping create more favourable
economic environment to enable FBOs and other related businesses take advantage of the
facility.
Generally capacities within FBOs to comprehend, make an input into, monitor
implementation and critique agricultural and other policies could be improved especially at
the basic group level. There is however a great deal of capacity with a limited number of
apex bodies in this direction who are doing tremendous job on behalf of the FBO community.
These include the Peasant Farmers Association of Ghana (PFAG), Ghana Agricultural
Workers Union (GAWU), Ghana Rice Inter-professional Body (GRIB) and Ghana Trade and
Livelihoods Coalition (GTLC)
These organizations have undertaken several advocacy activities that have contributed
among other things to the establishment of an agricultural credit and competitive fund (now
expanded to embrace EDIF into an Agriculture Development Fund) and for tariff on
importation of rice. They also carry out studies on effectiveness of public policies e.g. PFAG
recently carried out a study on the Fertilizer Subsidy Programme and held a press
conference on their findings, requesting for improvements in the implementation. They are
engaged in discussions with the Parliamentary Select Committee on Agriculture and Cocoa
Affairs on extending the life span of the same programme to 2020 by which time PFAG and
collaborators expect farmers to have stabilized enough to access bank loans.
5. Conclusions
With smallholder farmers representing the bulk (about 80 percent) of the total agricultural
production in the country, the development of grassroots farmer organizations and the
encouragement of a larger number of these small producers to be part of it is the most
credible option for the economy. This will contribute to achieve economies of scale and also
improve access to essential services. In this paradigm of privatization, FBOs will be most
effective with the marketing of agricultural inputs and products as well as in providing
cohesive groups to work with and through in delivery of extension and other relevant
services. FBOs could be very helpful in strategies for mobilization of savings. There however
remain a number of challenges that need to be overcome and towards this end the following
recommendations are being made:
5.1. Key challenges in regard to developing economic services
1. Strengthen marketing and processing for agricultural products by FBOs: training
and infrastructural capacity development are necessary for the FBOs to undertake bulking of
their members’ produce and to compete with the local buying companies used for instance
by NAFCO. Facilitating this may require assisting FBOs to set up Bulking centres and
warehouses to store or hold produce, add value and negotiate for better prices. This will
however work for FBOs where members are engaged in the production of the same kind of
products, that is, product associations, particularly those producing rice, maize, sorghum,
cowpea and soya. FBOs should cover production, marketing, transport and credit and get
actively involved in the value chain.
32
2. Strengthen capacities of farmers/FBOs to save and invest: Groups like the Osudoku
and Ashaiman Cooperatives need their capacities to be strengthened in areas such as
financial literacy, savings and investment. The FBO Secretariat at the Ministry of Food and
Agriculture and any other programmes seeking to support FBO development in Ghana
should also consider FBOs’ savings and investment portfolios as requirement for attracting
corresponding support. Proof of dues payment and of mobilization of sales commission etc
should become equally important. Credit unions as operated by ROAA and Kuapa,
implementation of savings “susu” clubs and cooperative banking should be supported and
promoted.
3. Improve access to development funding particularly for women farmers: Better
funding avenues must be facilitated for women and food crop farmers (majority of whom are
women). Food crop farmers actually represent the group with the highest incidence of
poverty (59 percent). A Women’s Fund that would provide small grants and perhaps soft
loans with the least of bureaucratic encumbrances to women groups is recommended. The
fund could avail such groups funds for the procurement of processing equipment and for
capacity building in the area of processing skills.
5.2. Key challenges as regard to participating to public policies
1. Develop capacities of the FBOs to participate in the CAADP: Weak capacities of
FBOs to participate and take full advantage of the opportunities in the CAADP must be
addressed urgently. The knowledge base of the 4 case study groups in CAADP and the
opportunities it presents was near non-existent. In most of the groups, members had not
even heard about CAADP. Government agencies (MOFA-DAES, METASIP Secretariat,
Department of Co-operatives), GFAP and NGOs with support of development partners must
upgrade the knowledge base and capacities of the FBOs to enable them to meet most of the
expectations under the CAADP and the METASIP.
Skill development must cover the following: balancing between commercialization and social
responsibility, farmer participation in research and development, partnership with
government to enforce laws and regulations, developing FBOs on the three tier structure
from primary to tertiary level at the district level, establishing the mentoring system for
developing new out-grower schemes , value chain concept, facilitating the development of
FBOs to the level of input and service providers and facilitate linkages to credit sources and
industry.
2. Facilitate an Overarching National FBO Platform: the bigger the FBO umbrella the
larger the voice and power they have. The Ghana Federation of Agricultural Producers
(GFAP) which represents Ghanaian FBOs on the ROPPA is constituted by only four apex
bodies. GFAP was generally unknown to 2 of the case study groups- ROAA and Eastern
Gomoa farmers’ Co-operative and Marketing Union. There is need to facilitate the evolution
of a truly representative national platform that has the approval and support of all the
Ghanaian FBOs because it satisfies the principles of legitimacy, transparency and
accountability. GFAP is a start but must be supported to gain the validation, support and
33
recognition of all the other FBOs (cooperatives and non-cooperatives) and further the
recognition of all relevant stakeholders. This may be a difficult process that would need
support from some neutral facilitators. MoFA-DAES with support from CIDA and GIZ have
already started a process and need to push the process further.
3. Develop FBOs capacities for monitoring policies and programmes and holding
governments accountable: The FBOs need more capacity to be able to comprehend
agricultural policies, to provide inputs into their formulation and to monitor the indicators of
implementation. PFAG and the two rice producing cooperatives have moved in the right
direction thanks to the support (among others) of Oxfam and GAWU. There is the need to
strengthen these capacities for all FBOs. Areas where FBOs’ capacities could be enhanced
by NGOs like Oxfam and GAWU include; basic tools for policy analysis, lobbying, articulation
of their position on an agricultural policy and development strategies favourable to their
members notably smallholders and women farmers.
4. Strengthen the Department of Cooperatives and the Ghana Cooperative College.
The Parliament must pass the new Cooperative Law and government must provide
adequate support for the Department of Cooperatives and the Ghana Cooperative College.
As priorities, some actions could be taken in the short term to facilitate further development
in FBOs’ support actions:

A relevant stakeholder meeting for all the active stakeholders should be convened by
MoFA to harmonize the definitions and terminologies common to the FBO concept to
facilitate communication on the subject.

The Department of Cooperatives should facilitate the coming into operation of the new
Cooperative Bill

There is need to commission a fresh survey and documentation (registration etc) of all the
FBOs (cooperatives and pre-cooperatives) and a harmonization of data on FBOs. This
could be facilitated by the FBO Secretariat with support from development partners.
34
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36
Appendix
37
1. Profile summary of FBO apex bodies
National level organizations
Apex Body
Strengths
Weaknesses
Apex body- constituents Relationship
& Funding Sources
Ghana Federation of Agricultural Producers
(GFAP)
Each apex comes on board with values &
competencies
Expanded network of partners who support the
various apex bodies
Creation of storehouse of skills and knowledge
Knowledge sharing
Weak Coordination
Weak Financial Base
Inadequate Commitment from members of the
Platform
Apex-Constituent relationship
Members meet informally for exchange of
information on external representations &
trends
Individual members make financial
commitments to the platform
Formation
2004 informally for exchange of information
on external representations & trends
Membership
GFAP is a platform of Four (4) National
Apex Bodies (GNAFF, FONG, APFOG, and
PFAG)
Ghana National Association of Farmers and
Fishermen(GNAFF)
Formed
1992 through a Presidential Commission on
the mandate of the 1992 constitution as an
NGO to play a proactive role in agricultural
and rural development of Ghana
The Peasant Farmers Association of Ghana
(PFAG)
Formation
In 2005 to develop beneficial Programmes
favourable
for increasing agriculture production,
processing & marketing through building
and strengthening of capacities of members.
Formed through the support of Oxfam &
Chris Martin of Cold
Play of UK
Funding Sources
Individual members on the platform
ROPPA
AGRITERRA
Commitment from some leaders
Visibility in core activities
Various Partners have supported and continue
to acknowledge partnership with GNAFF
Visibility
Advocacy and Campaign skills
Good governance,
Experienced and qualified staff
Good financial and administrative systems in
place
Commitment to our course
Weak capacity to adapt to current trends in agric
development as it relates to FASDEP II,
ECOWAP & CAADP
Coordination role to effective communication
among executives and branches
Weak financial base at all tiers
Human Resource: Staffing gaps
Weak funding base to cater for following
financial commitments : staff remunerations,
office running, monitoring visits to members
Institutional : No Staff development, inadequate
data base of members, weak structures across all
levels
Inadequate Service delivery to our members
Improper data base on membership
Not being able to regularly reach out to all
members due to limited resources Not able to
provide direct services to most members
Apex-Constituent relationship
Information Dissemination
Commitments
ICM
GFAP platform
Funding Sources
Contribution from Executives
Contribution from External Partners
Support from MoFA and other partners in the
CAADP process
Apex-Constituent relationship
Funding Sources
OXFAM GB
BUSAC- Business Sector Advocacy
FARM- Foundation for World Agriculture and
Rural Life
Ghana Research and Advocacy Programme
(GRAP)
STAR-GHANA
TRUST AFRICA
FARM
AGRA (through Concern Universal)
Membership
found in an average of five
districts in all regions of the country,
including organisations, co-operatives,
registered and unregistered groups and
individuals.
38
Apex Body
Strengths
Weaknesses
Apex body- constituents Relationship
& Funding Sources
Apex Farmers Organization of Ghana
(APFOG)
Commitment and willingness of the Apex body
to collaborate with Partners
Well-structured farmer groups and grass root
participation in the apex body
Linkages with local organisations and local
partners
Diversity of membership and commodity
Final objective for all farmer groups under
APFOG is the same: livelihood of small scale
farmer
Growing trust, transparency and place for
identity of each
Strong will to influence policy
Weak communication (all directions) and weak
information to members
Weak commitment to efficient management
Members are functionally illiterate and have
weak financial and technical knowledge to
convert trends into success
Financial sustainability of Apex Body is
worrying
Apex-Constituent relationship
Well-structured farmer groups and grass root
participation in the apex body
Formation
in 2003 as a national association of Farmer
Based Organisations (FBOs).
Mission: “To unify FBO’s in Ghana to lobby,
provide services and information to enhance
the security, financial and economic
advantage of its members
Membership
Smallholder farmers spread over the 10
regions of Ghana
Farmers Organization Network of Ghana
(FONG)
Formation
Registered in 2003
Membership
open to all registered small scale farmer and
fisher
based organizations who are non partisan,
non sectarian but democratic; operating
in Ghana and showing commitment to the
aims and objectives of FONG
General Agricultural Workers’ Union
(GAWU)
Formation
Established in 1959 Operating at two levels the formal and the informal
Membership
Formal employees in the agric sector
including those of agric research institutions,
poultry farms, some of the employees of
MOFA;
Community-based farmers
Commodity - based farmers
39
Funding Sources
APFOG has received funding from partners
such as IFDC, AGRITERRA, ROPPA, ATP,
AGRA
Apex-Constituent relationship
To bring the services of FONG closer to its
constituents, FONG is divided into zones. Paid
up members of each zone constitute the zonal
council
Clear vision and mission statements
Adherence to guiding principles of ;
Accountability
Transparency
Friendship
Participation
Partnership
Accountable structures, that evolved from the
ground over three decades of work
Local level recognition of
Solidarity
Membership from local to national level
Strong voice in TUC and Ghana in WA
Local level recognition
CAAPD
FOODSPAN
Training youth for agriculture
Relations with students of faculty of agric;
GAWU speaks
internal communication
Data Base
Federation with International Federation of
Agricultural Producers (IFAP)
A founding member of the Ghana Federation
of Agricultural Producers (GFAP) i
Belongs to Ghana Agricultural Associations
Business and Information Centre (GAABIC)- a
Consortium of Agro-dealers, Input importers
and Farmers
Funding Sources
include but not limited to the following
Registration fees
Annual dues
Donations & grants
Overload with flood of organizations wanting to
work with us
e.g. i) agro-chemical dealers, ii) some
fishermen’s organizations
May be the oldest organization of farmers
currently but perceived as too militant, too vocal
Mind set that trade unions are for formal sector
only
Apex-Constituent relationship
Funding Sources
Dues
Programme support from fraternal
organizations who share our vision and mission
Income generation activities
Donations (not so much for administrative
support) but to strengthen the resource base of
the Organization so that it becomes less
dependent over time
Apex Body
Weaknesses
Apex body- constituents Relationship
& Funding Sources
Inability to mobilize enough funds from
members
Lack of awareness among members about and
commitment to the association
Lack of innovation (ability to adapt to changes)
Dependence on development partners and NGO
support
Unfriendly/ unfavourable Co-op laws
Inability to render enough services to affiliates
Apex-Constituent relationship
Association holds meetings with regional
unions, district unions and primary societies
good national coverage
good organizational structure & committed
members
Member of NAFAG
good governance system
credit worthy members
receptive to all political parties
biodiversity losses depleting fishery stock
high cost of fishery input
weak control over members in issues such as
child labour
lack of storage facilities at major market centres
overcrowded markets
inadequate funds to effectively run the
organization
- difficulty to service members’ credit needs
Apex-Constituent relationship
Ground level members group into 30 zonal
sectors within 4 regions
Apex Body
Strengths
Weaknesses
Apex body- constituents Relationship
& Funding Sources
Hohoe Municipal Alliance of Farmer Based
Organizations (HOMAFBO)
Strong leadership
Wider coverage of FBOs
Large membership
Preferential treatment by funding agencies
Revenue of members is pooled in a joint fund
Adequate and timely knowledge by members
on good agricultural practices to adopt, to meet
market requirements.
Supply base to produce and deliver bulk
produce example ; Rice ,cassava ,ginger,
vegetables ,and maize etc.
Effective link with research
Numerical strength of FBO in the coalition
It has an operational office, furnished, and
computer facilities.
It holds regular monthly meetings
Illiteracy of farmers.
Commitment of farmer groups as members.
Limited access to information.
Marketing
Blaming the victim syndrome.
Lack of working capital.
Apex-Constituent relationship
Through information sharing between apex &
constituents by
Mass extension methods.
Monthly meetings for representatives/delegates
Ghana Cooperative Agricultural Producers
and Marketing Association Ltd
Formation
In 1972
Membership
10 regional unions;
120 district unions; and
1,098 primary societies countrywide
National Inland Canoe Fishermen Council
(NICFC)
Formed
1983 as a break away group from Ghana
National Canoe Fishermen Council (GNCFC)
Strengths
Campaign against land grab and biofuel
production
Large membership
Experienced staff
Offices at national, regional levels & some
districts & societies
National recognition
Democratic structures
Accountability & transparency
Membership
Comprises in excess of 500,000 fishermen
and 1.5m market women & those engaged in
allied fishing within Eastern, Northern, Volta
and B/A regions
Funding Sources
Entrance fees
Share holdings of members
Levies on members’ farm produce marketed
Loans obtained from banks and individuals
Funding Sources
Special levies and voluntary contribution from
fishermen
Members paid a onetime premium to start the
organization of which it was invested overtime
Dues
Regional level organizations
Formed
March, 2003 through facilitation of MOFA &
Dept. of Co-ops
Members
All small - scale agricultural producers within
Hohoe Municipality
Association of Jasikan District Civil Society
Organization (AJADSCO)
Formed
Funding Sources
Internally generated revenue
Donations
Lack of storage facilities for agricultural
products.
Lack qualified staff
Non availability of transport services
Relationship between apex body and
constituents is very cohesive. Information is
gathered through reports from sector subcommittees to the apex body and subsequently
40
Apex Body
Strengths
Weaknesses
Apex body- constituents Relationship
& Funding Sources
By GAIT Programme as a coalition in 2001
It has a bank account
It is legally registered.
It has a constitution
It has a clear and focused mission statement
It has a board of directors.
It has Agriculture sub-committee that address
issues in the agricultural sector
Inadequate supply of fertilizers and
agrochemicals.
Lack of access for funds to support members in
their farming activities
Lack of funds to acquire farming tools,
machines and implements.
disseminated to its constituents via minutes of
monthly executive meetings and general
meetings. Constituents are also committed to
the apex body through its positive response to
general meetings at the apex office and at the
community level with the Apex
Membership
all civil society organisations in the Jasikan
District and ultimately the larger community
in the Northern part of Volta Region
Kaniago Cooperative Irrigation Farming and
Marketing Society
Marketing (absence of scales and standard
pricing affects members revenues)
Formation
Initiated by Ghana government under
smallscale farms irrigation project phase II
Membership
150 members in Techiman area
Eastern Gomoa Export Vegetable Farmers’
Association
Formation
facilitated by VEPEAG in 1995 with 25
farmers to take advantage of the budding
export vegetable market
Membership
530 (210 women + 320 men) farmers
Comprised of 13 FBOs within the Eastern
Gomoa District
Tiwannyaan Zonal Cooperative Association
Ltd (TZCA)
Formation
2008 as a brain child of SEND Ghana
Membership
654 (354 women + 300 men) farmers located
at Chamba in the Nanumba North District
41
Funding sources
Membership registration fees
Monthly dues
Grants and donations
Income Generating Activities
Apex-Constituent relationship
Funding Sources
Dues
Share capital
Block farming
Special levies
Market availability
Inadequate facility (especially irrigation) for
production during dry season.
Favourable climate for members’ production
activity
Land for farming
Silo for our farm produce
Account with the credit union
Unity & working together
Accountability & transparency
Regular meeting attendance
Dues payment
Communal Labour
Apex-Constituent relationship
Funding Sources
Monthly dues
Individual contributions
Special levies
High illiteracy in communities limits number of
women representing member co-operatives in
TZCA.
Apex-Constituent relationship
Good relationship with MOFA, Coop Dept. &
District assembly
Funding Sources
Entrance fees
Share holding with credit union
Savings & deposits
Interest on borrowing
Special levies
Silo interest
SEND Ghana supported fund as loans
Income from sale of farm produce
2. Case studies
Case 1: Rubber Outgrowers’ and Agents Association (ROAA)
Context and History
Natural rubber is attracting an increasing interest from rubber industries due to its positive
image as a renewable raw material, its technical properties and also because the cost of
synthetic rubber is affected by the increase in oil prices.
While Africa represents only 5% of global natural rubber production, natural rubber has been
targeted by several West African countries as an opportunity for rural development and poverty
alleviation. This is because among other perennial crops, it has a special potential to generate
many employment opportunities and local value addition.
West Africa has significant advantages for rubber tree cultivation in terms of land, climate,
labour cost and proximity to North Atlantic markets. But it also has major impediments: lack of
private investors and operators, shortage of know-how to extend the sub-sector, lack of
government financing and lack of technical advisory and financial services to farmers.
A critical barrier to widespread development of rubber tree cultivation is the time gap between
the investment and first returns (around 7 years), while small scale farmers cannot afford to
immobilize land, cash and work time without revenue for so long. Therefore it is critical that a
financial package is proposed so that farmers can adopt rubber tree cultivation.
The main periods in rubber development policy2 are the following:
 1960: The Ghanaian government plants 3 500 ha of rubber plantation, all of them are in
cooperative basis (20 ha by unity).
 1961: The Ghanaian government signs a joint venture with Firestone to build a tire
factory in Bonsasa and develop the Ghana Rubber Estates Limited (GREL.) plantations. All the
production of cooperative are sold to Firestone
 1980: Economic crisis, Firestone leaves the country, GREL becomes a state company
and the cooperative plantations are abandoned.
 1988: Rehabilitation of GREL by SODECI.
 1992: GREL starts again to buy rubber from some individuals (“agents”) that rent
plantations to the old cooperative or existing plantations. A few outgrowers start to produce for
their own account.
 1993-1994: GREL plants eight pilot farms
2
Source : ROAA Support final report 2002-2005. I&D
42
 1995-1999: Rubber Outgrowers Plantation Project phase I: rehabilitation (donors
AFD/WB) of 1300 ha of existing farms and cooperatives; setting up of 1200 ha of new
plantations involving 400 farmers.
 1995: Creation of the Rubber Agents and Outgrowers Association (RAOA)
 2001: The Government of Ghana adopts a Rubber Master Plan in 2001 with a view to
expand the areas under rubber tree cultivation from 14,000ha of mainly industrial estates to
50,000ha. Such a significant expansion it is noted can only happen if many small private
farmers or outgrowers such as the ROAA and its over 5,000 members adopt rubber tree
cultivation and grow it on their own.
 2001-2005: Rubber Outgrowers Plantation Project phase II (donor AFD): development of
2800 ha of outgrowers plantation involving 500 new farmers
 2006-2010: Rubber Outgrowers Plantation Project Phase III (donor AFD/KfW):
development of 7000 ha of outgrowers plantation involving 1750 new farmers. Each farmer by
the end of the project will be the owner of 4.5 ha of Rubber Plantation.
Under the Rubber Outgrowers Plantation Project Phase IV, ROAA deals directly with
Development Partners. The Government (MOFA) is not involved in the contract between the
lenders the technical and Financial operators and the farmers represented by their national
executives. Phase IV covers 2,750 outgrowers and 10,000Ha of plantations.
Development path of ROAA
The association was formed in 1995 by a group of people (22) who called themselves RUBBER
AGENTS. These Rubber Agents were people who had rented the old rubber farms from the cooperative and individual farmers who planted the rubber trees in the 1960s but abandoned the
farms because there was no market outlet for rubber in Ghana in those days.
When the ROPP I started in 1995, farmers selected for the outgrower project became automatic
members of RAOA. Initially, the name of the association was Rubber Agents and Outgrowers
Association (R.A.O.A) because the emphasis was on the agents. The main objective of RAOA
was to negotiate with GREL. The association was duly registered under the Companies Code,
1963 (Act 179) at the prompting of the agent for a price negotiation with GREL.
Under the ROPP phase II, RAOA was provided institutional support from August 2002 by
Institutions et Développement (with a the arrival of the ROAA Support Manager). With this reorganisation, the association repositioned itself and had the main objective of becoming a major
stakeholder in the rubber industry in Ghana. With its new dimension, the association was reregistered at the Registrar General’s Department with the name Rubber Outgrowers & Agents
43
Association (ROAA) and had its Certificate of Incorporation under the Companies Code,1963
(Act 179) in July, 2004.
The objectives of the re-organisation were:

Organization of the ROAA, including constitution, governance and meeting
arrangements, setting staff at district level, setting up financial management procedures,
training in accounting, management and personnel…

Support ROAA to develop services to its members, welfare scheme, transportation of
members crops, supply of food crop, seeds etc

Facilitation and training for bank transaction

Assist ROAA in its discussion with GREL and other stakeholders,

Improve ROAA’s capacity to become a major stakeholder in the sector.
The technical assistance to ROAA under phase II was three years and under phase three
another two years of support project through GOPA-NKUM consortium was given.
Economic Importance
In 2009 ROAA accounted for 25% of the volume treated at the Ghana Rubber Estate Limited
(GREL) processing factory in the Western Region of Ghana the potential capacity of which is
estimated at 18,000 T average per year. Studies showed that by the end of 2012 the total area
covered by outgrower plantations will reach 21,500 Ha, compared with the area of GREL’s
plantations that are covering 13,000 Ha. Therefore due to the progress in planting and the
maturity of trees the outgrowers’ production -within few years- will exceed GREL’s production
and shall then become the major provider to the factory.
Membership
Currently membership stands at 5,540 comprised of 3,919 (or 70.7%) males and 1,621 (or
29.3%) females mainly located within the Western and Central regions of Ghana with few
members in the Ashanti and Eastern regions.
The Association is made up of two categories of members. These are, those supplying rubber to
GREL (productive members) and those whose plantations are not yet in production (non
productive members).
In 2011:
Agents
Outgrowers
phase I
Outgrowers
phase II
Outgrowers
phase III
Outgrowers
phase IV
(ongoing)
Total
99
400
500
1800
2750
5549
44
Internal organization
The Annual General Meeting (AGM) which is also known as the General Assembly is the
highest decision making body of the Association. Next to the General Assembly is the National
Executive Council (NEC) and within the NEC is the Executive Committee (EC) which is made
up of; National Chairman, National Vice-Chairman, General Secretary, National Treasurer,
National Organizer, and Assistant General Secretary.
The NEC is made up of; Executive Committee Members, Regional Chairmen, Regional
Secretaries and Regional Women’s Representatives.
It is the EC that sees to the day to day running of the Association with the support of the office
and field staff of the association.
Presently ROAA Office Staff is made up of; Co-ordinator, Accounting Assistant, Office Assistant,
Credit Union Officer, Store Keeper, Driver, Messenger / Cleaner and Night Watchman. The
nursery staff comprises of 1 Headman, 1 Sprayer (herbicides), 2 in charge of irrigation, 1 day
watchman and 2 night watchmen
For effective management and organization, ROAA has put in place the following meeting
arrangements:

National Executive Council Meeting – once a month.

Regional Executive Council Meeting – once a month.

District Executive Council Meeting –once in every two months.

District General Meeting – once in a year (mid year).

Annual General Meeting – once a year.

Community Meeting – Twice a year.
Current Operational structure
Under the Rubber Outgrowers Plantation Project, ROAA currently operates within a stakeholder
forum including;
MOFA (the Ministry of Food and Agriculture) - which represents the government and has
oversight for the entire project. It is MOFA that led interactions with Development Partners to
justify and obtain new phases of the project. MOFA coordinates all stakeholders and convened
meetings of stakeholders every 6 months. MOFA monitored implementation with MOFEP
GREL is the technical operator. GREL created a special Unit (Rubber Outgrowers Unit or ROU)
which is in charge of the implementation of the actions relating to rubber outgrowers plantations.
It participates in the selection of the farmers (together with the Financial Operator). It offers
45
technical services including provision of planting materials and extension advice in agronomic
and other maintenance practices to the outgrowers (e.g. disease control through undertaking
the spraying of plantations). GREL’s technical services were validated under phases 1-3 by
MOFA but under phase 4 by ROAA. GREL undertakes to buy the latex from the farmer whiles
the farmer also undertakes to sell to GREL. GREL is technically responsible for the quality of
outgrower plantations and is obliged to buy the rubber produced at a price to be agreed upon
from time to time (as long as the agreement is running). GREL meets ROAA every 6 months to
report on price changes and other issues.
The Banks (ADB/NIB)
GREL/Bank/Outgrower.
give
credit
to
farmers
through
a
tripartite
agreement
–
Under phases 1-3 farmers received 60% of total maintenance cost as cash loan. This is
reduced to 50% under phase 4 to facilitate the farmers’ ability to repay loan in 15years. Again
under phase 4 certain common services are no longer procured or required from the technical
operator so as to help reduce the loan burden on the farmer (also GoG is no longer involved in
the project). The banks are to ensure a follow up of the loans granted to the farmers by making
quarterly visits to the plantations. They must honour all the invoices from GREL relating to the
delivery of inputs and the provision of services. They shall for the purposes of the repayment of
the loan make deductions from payment made to it. They also are to inform the farmers of their
debt situations and payment to be made. The loan conditions: 22 year duration with a 8 year
grace period, interest rate should be the rate from GoG to the bank (not exceeding 7% + 4.5%
Bank’s margin). GREL credits the outgrowers’ account with the bank, which then debits the
outgrowers’ accounts for repayment. Outgrowers’ plantations are also mortgaged to the bank.
Services to members/producers
The key services the FBO renders to its members include the following;

Price negotiation

Bank interest rate negotiation

Quality assurance of procured services

Input supply/sales

Nursery stock production and supply

Credit union

Fidelity bonus management

Welfare scheme

Loan guarantee

Price Negotiation
46
GREL buys the production of the farmer through ROU and pays the farmer through ADB. Price
negotiation is achieved through a price mechanism which was reviewed every 2 years but now
negotiated by ROAA to be reviewed at a meeting convened in November each year
In 2002, farmers had difficulties negotiating prices because they did not understand price
mechanism, functioning of markets and quality standards. One of the major objective for ROAA
was thus to explain the price mechanism to outgrowers, collect information on world market and
other countries' mechanism, as well as give information for quality.
The technical assistance between 2002 and 2005 has been important to build capacities of
farmers in that area (visits to sister organisations in Ivory Coast for example).
Today, ROAA is well informed of market dynamics. The staff of the FBO monitors the world
market price on a day to day basis from the internet.
Through price negotiations, the FBO has over the years succeeded in increasing their share of
the FOB price from 60% to 64%. They also succeeded in getting a removal of a 3% African
discount that was originally deducted against low quality standards. The FBO has also
negotiated to the effect that anytime price goes beyond $3.00/kg GREL pays them extra
GHp4/kg and GHp5/kg whenever the price goes beyond $5.00/kg based on break-even
analysis.
- Bank interest rate negotiation
In 2002, apart from the ADB loan, by virtue of being an outgrower, the farmers could not secure
loans for other needs from any bank. Furthermore, the members did not have any information
on the loan conditions and processes (including; number of times to receive Credit, percentage
of refund, duration for re-payments and the interest rate etc). One of the main objectives of
ROAA was then to better inform and educate farmers on credit and refund processes to improve
it; to know the situation of each member and inform the outgrowers.
Today, one of the roles of ROAA is to make sure that the bank actually respects the agreement
(which is not always the case) and negotiate better conditions The FBO undertakes negotiation
of the interest rates charged on loans by the banks. Under phases 1 and 2 rates around 24.5%
were charged depending on the prevailing prime rate. The FBO succeeded to get the bank
(ADB Ghana) to their operational efficiency and to reduce the interest rate from 24.5% to 16.5%.
During the phase 3 the FBO negotiated further to obtain an interest rate of 11.5% based on the
quantum of the loan. Under phase 4 the rate negotiated and obtained by the FBO is 6.45%
(Euro rate). The association also protects the members against overcharging by the bank by
auditing charges every 6 months.
Quality assurance of procured services and Technical Services (Diseases, Termites control &
management, Research application etc.):
47
The FBO also undertakes quality assurance for services procured for /by farmers. For example
the FBO monitors to ensure that stumps, disease control and other services provided by the
Technical Operator (GREL) to individual members meet quality expectation.
In 2002, all Technical Advice was obtained from ROU and the cost was debited to the farmer
under ADB loan account. One of the main challenges was for ROAA to have its own technical
advisers in the future, so as not to become dependent on a project that could stop after a few
years.
Input supply/sales (stumps, boots, cutlasses, herbicides etc.):
In 2002, GREL supplied the inputs to the farmer through ROU and the cost was debited on the
farmer’s ADB account. However, prices were considered too high and quality low (especially for
the stumps). One of the objectives was for ROAA to venture into managing by itself the supply
of inputs, starting with the easiest activities (like the supply of boots and cutlasses) and to
progressively learn to manage the supply of chemicals and such other inputs for when its
financial situation improves.
In 2008 ROAA acquired a 13,4 ha land for rubber nursery and demonstration plot. The FBO has
currently a 7.5 ha planted nursery. The nursery employs 6 permanent staff and a number of
casuals as and when they are needed. In 2010 it sold 81,000 stumps to its members and
90,000 in 2011. The demand for stumps is still higher than the association can supply because
of limited land. It is in the process of acquiring additional land.
Today, ROAA has an input store manned by a paid staff and sells inputs to members at prices
lower than prevails on the open market. The FBO makes marginal profits on the inputs sale. v.
Transportation of production
In 2002, GREL transported the production from the farm to the factory through ROU and the
farmers paid back. But the lack of trust between GREL and farmers (arising among other things,
no respect of the date of picking, suspicions of Manipulation of scale from GREL etc) made
ROAA want to purchase its own truck (when 80 % of the members are in production).
- Credit union
The FBO has set up a credit union for members for 2 main purposes i) savings mobilization and
ii) low interest rate loans to members needing credit for various purposes. The interest rate for
loans from the credit union is 3%.
- Fidelity bonus management
The FBO manages a ”Fidelity Bonus” scheme for members in production. The fidelity bonus is
factored into the price mechanism. It involves 4% of all the proceeds of farmers’ sales being
taken by the association and invested by the association. The amount accruing is paid back to
the farmers as savings at the end of the year. The bonus is so referred because it may not be
refunded to the farmers automatically. This is because it serves as a retention which a farmer
48
may forfeit if he/she is deemed to have misconduct him/herself e.g. stealing of cup lumps. It
therefore serves to check against misconduct. The FBO invests the funds in low-risk
investments. In 2011, the fidelity bonus received was about 1 million GHc (against about
600,000 GHc in 2010).
- Welfare Scheme
In 2002, farmers did not have any access to health insurance or farm Insurance. They also had
difficulties to pay the school fees and funerals. The FBO now operates a welfare scheme as a
social insurance to meet social needs, with special reference to funerals/bereavement of
members. In the event of the loss of a member of his/her spouse, beneficiaries receive a funeral
support of GHS2000.00 from the FBO. This is re-couped through members’ contributions of
GHS 0.50/member/funeral deducted at the end of the year from embers’ fidelity bonus or cash
advance if they are not in production.
Mode of financing
ROAA is financed through the following sources of income:

1.5% deduction on rubber (cup lumps) sold to GREL by productive members.

GH¢20.00 dues paid by each non-productive member annually from their cash advance.

Interest on Savings and Treasury Bills purchased.

Profit on sale of inputs to members.

Proceeds from the sale of rubber stumps.
Also ROAA has benefited from some grants under the phases II and III (2001-2010) from the
Government of Ghana, AFD and KfW
Extract of Income statement 2011
Incomes
501,781 GHc
Members dues
355,252
Bank interest earned
36,784
Sales of rubber stumps
72,722
Other incomes (funeral registration, fidelity bonus)
13,086
Profit for sales of inputs
23,939
Expenditure
242,511 GHc
Including: Staff salaries, meetings, office expenses, repairs
and maintenance, district operation, demonstration farm
expenses, nursery expenses, bank charges and taxes,
insurance…
Source : Annual report 2011, ROAA
49
Internal and external factors affecting the capacity of the FBO to promote cost effective
services to meet the needs and expectations of producers and to contribute to supply
chains
ROAA is now a well organised association and the rubber industry has improved the standard of
living of farmers
The major internal challenge faced by the FBO is how to sustain the quality (knowledgeable and
committed) leadership it enjoys now. Leadership serves 4 year terms for maximum of 2 terms.
Effectiveness of leadership affects the finances at both the FBO and individual producer levels.
So training and maintaining the level of executives is a major issue to sustain the association.
Economic services must continue to be improved and expanded: promoting input supply at
reasonable price; improving quality of rubber produce; expand the nursery to serve more
farmers. Setting up an insurance scheme (farm insurance against natural disasters) is also seen
as a major issue to be tackled.
External factors include:

Poor roads of rubber production areas increases production costs as well as marketing
cost and ultimate revenues. Currently members cover/stretch over 18 administrative
districts and the government has committed to rehabilitate only 77km of roads across all
the rubber producing areas.

Inadequate extension agents from the technical operator sometimes lead to losses
especially through diseases

Lack of potable water in the rural areas/communities of members
Assessment of the ability of the FBO to seize opportunities offered by public policy
The Association, especially leadership at the national level are quite informed on public policies
particularly where they directly affect rubber. They are able to lobby and advocate for positive
effect from such policies. They are able to negotiate with banks on interest rates based on
agreements from public policy directives/ instructions.
The FBO had also been able to advocate for its members to benefit from the fertilizer subsidy
policy which originally excluded members of their group.
Their distance from Accra the capital however seem to limit how much informed they become
on public policies. For instance the leadership during the study had no information about the
CAADP and the opportunities that it had for FBOs.
50
Case 2: Eastern Gomoa farmers’ Co-operative and Marketing Union
Background and Economic Importance
The horticulture export industry in Ghana has been one of the success stories in Africa having
been growing at an average rate of 20%. The needed increases in volumes and reliability of
supply as well as diversity of the produce base cannot however be achieved without the
participation of smallholders organized as FBOs like Eastern Gomoa Farmers’ Cooperative and
Marketing Union. Such smallholder FBOs are credited with about 40% of the horticulture
exports from Ghana to European markets. In the horticulture produce sector, the linkage of
small scale farmers and their groups to the export market requires a level of capital and
management skills that is out of their reach. Yet, once they reach adequate productivity and
quality levels, these groups provide an opportunity for central exporters and processors to
access a new stable supply base without massive firm level investment.
Members produce mainly Asian vegetables for the export market and also maize for the local
market which also contributes food security.
Development path
It was formed when several FBOs in the surrounding communities of the Gomoa East district
(Akraman, Amuanda, Buduatta etc) saw they had common problems/challenges and therefore
agreed to come together to create a louder voice that could reach the government and which
also would facilitate private sector growth.
The major challenge observed by the farmers is the toll that climate change is beginning to have
on farming in the communities in the district. The Gomoa East farmers’ co-operative and
marketing society was therefore formed about 8 years back around 2004. It got enlisted as an
FBO under the Millennium Development Authority’s Commercial Development of Farmer
Organizations (CDFO) programme (2007-2011) under which it got some capacity development
and also was assisted to produce a business plan.
Membership
The FBO Union is comprised of 13 FBO societies within the Eastern Gomoa District. Currently
membership stands at 530 (210 women + 320 men) farmers.
Internal organization
The association operates a functional structure with executives elected democratically every 4
years by the General Assembly. With a decentralized functional structure EGEVFA operates
through the following main organs: Chairman, Vice Chairman, Secretary, Treasurer, Financial
Secretary and Organizer. The executive council also works through a number of subcommittees appointed among the general membership. The executive Committee’s work is
51
closely supported by the Department of Cooperative district Office and also by the services of a
consultant which forms part of a support arrangement from BUSAC.
Mode of financing

Monthly dues of GHS 2.00/member

Fines

Services to members/producers

The key services the FBO renders to its members include the following;

Price negotiation with buyers

Input credit facilitation to members through various government programmes such as the
Block farming,

Produce quality standards enforcement through monitoring teams

Sourcing for technical, financial and other support for members. Advocacy/lobbying for
irrigation facility for members has gotten the attention of the Ghana Irrigation
Development Authority which has already undertaken feasibility studies. The FBO has
also benefitted from a pack house facility from the MIDA project. Other agencies/projects
and programmes being lobbied include the EMQAP at MOFA and the EDIF.

Facilitates training/capacity building for members with agencies and programmes such
as MIDA, MOFA, BUSAC, USAID etc
Internal and external factors affecting the capacity of the FBO to promote cost effective
services to meet the needs and expectations of producers and to contribute to supply
chains
Internally, the group is weak financially and leans too much on external support. The
intellectual/academic level of the leadership is relatively low.
Externally, a major challenge is the absence of irrigation that limits farmers’ production activity
to only 3 months in the major season rather than to take advantage of the better prices that
prevail during the drought period, during which period also, Europe, the target market is unable
to produce the commodities.
Weak financial base leads to acceptance of pre-financing by buyers which always lead to a
buyers’ market situation under which the farmers become only price takers
Assessment of the ability of the FBO to seize opportunities offered by public policy
The FBO and its current leadership, though appear to have relatively low academic
backgrounds nevertheless show very strong aggression in seeking and taking advantage of all
policies and programmes that become available in the public domain. Advocacy/lobbying for
irrigation facility for members has gotten the attention of the Ghana Irrigation Development
52
Authority which has already undertaken feasibility studies. The FBO has also benefitted from
provision of pack house facility for FBOs into horticulture production from the MIDA project.
Other agencies/projects and programmes being lobbied include the Export Marketing Quality
and Awareness Project (EMQAP) at MOFA and the Export Development and Investment Fund
(EDIF).
The FBO has also been able to seize opportunities within public programmes to get
training/capacity building for members especially with agencies and programmes such as MIDA,
MOFA, BUSAC, USAID etc
53
Case 3: Osudoku Agricultural Cooperative Ltd, Asutuare, Kpong Irrigation Project
Background
In Ghana rice is an important staple crop, but not the primary staple crop. Rice production is
mostly confined to the irrigated areas. Since the mid-1970s, Ghana Irrigation Development
Authority (GIDA) has established 22 rice irrigation schemes. The Kpong Irrigation Project (KIP)
is a 3000 ha government owned rice based irrigation project started 1959 and completed in
1968 and rehabilitated in the late 1990s. KIP sought to take advantage of the potential created
by the construction of the Kpong hydroelectric dam to realise increased rice production in the
Akuse-Asutsuare are (located some 80 km northeast of Accra). At the end of project
implementation, the area actually developed and rehabilitated was about 1,636 ha.
The Kpong Irrigation Project (KIP) is the biggest gravity irrigation rice production project in
Ghana. This involves some 120 employees of the scheme, including professional officers,
managers, extension officers, clerical staff and support personnel. The government subsidizes
the scheme’s operation by seconding the management staff and covering their salaries outside
the annual rent and water use fees charged to the farmers that are retained in the scheme to
defray the operating costs.
The land is officially allocated to the farmer beneficiaries in one hectare allocations. These
beneficiaries are obliged to be members of a farmers’ cooperative that is mostly involved in
managing credit through the local branch of the Agriculture Development Bank.
Development path
The Osudoku Agricultural Cooperative Society was established by KIP to organize, manage and
coordinate activities of the rice farmers.
Beyond the project various efforts were made towards getting the individuals and small
groupings of farmers that worked on the site to come together as one FBO. One such major
effort was the JICA’s joint irrigation systems management (JISM) which sought to have the
FBO’s team up with project staff to go through capacity building for 10 years (1997-2007) after
which the FBO like others who were also part of the Irrigation Projects would take over the
irrigation sites (22 in all).
The FBO was registered as a co-operative society with the Registrar of Co-operatives in 2003.
Government has and still provides extension staff on the project to support farmers’ activity. The
FBO under the Commercial Development of Farmer Organizations (CDFO) programme (20072011) of the Millennium Development Authority (MIDA) had their entrepreneurial capacities
enhanced in. They were also assisted to produce a business development plan. This plan they
are however not working with because their motivation was to have used it to obtain bank
financing which did not happen.
The FBO as a cooperative has vertical relationships to the Ghana Cooperative Council. It has
also affiliated and been supported through various horizontal networks such as becoming
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affiliated to Ghana Agricultural Workers Union (GAWU), Ghana Rice Inter-professional Body
(GRIB), Peasant Farmers Association of Ghana (PFAG) and the Ghana Trade and Livelihoods
Coalition (GTLC)
Membership
Currently membership stands at 2500 (916 women + 1584 men) farmers.
Economic Importance
The total land area is 3,000Ha with a capacity to produce 20,000MT of rice annually. The area
under cultivation by members of the FBO is 2,500Ha. Crop distribution is rice 90% and
Vegetables and maize 10%. Irrigation is by gravity which allows for at least 2 seasons of
cropping each year.
Rice production from the site could be key in solving the food needs of the capital city being
about 61 km (38 miles) from Accra on the main Accra-Kpong road. It is on a watershed, which
divides the Accra plains into two (2) parts: the coastal and Volta catchments. The typical climate
of the area is that of Northern Accra plains with a bimodal rainfall pattern totalling 1016-1270
mm a year.
Rice varieties cropped by the farmers include the following perfume varieties; Jasmine
Aromatic Short, Togo Marshall, Jet 3 etc. The FBO also produces certified seeds.
85,
Internal organization
The FBO is managed by an executive council headed by a President who is assisted by a Vice
President, Secretary, Treasurer, Organizer and an Administrative Secretary. The elected
Council or Board members are elected to serve for a 4-year term which may be renewed for 2
terms by the General Assembly. This executive council or Board is also assisted by the
irrigation project management staff. The Project management and the executives hold monthly
meetings and the management team exercises oversight over the operations and accounts of
the FBO.
Mode of financing
Mainly through dues of GHS1/member/year
Services to members/producers
The key services the FBO renders to its members include the following:

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Bulk purchases of inputs-fertilizers, weeding, rodenticides etc for only 2 years but
observes will be more feasible with dues and funds from other FBO sources

Facilitates procurement of farm equipment such as power tillers on high purchase to
members

Ensures quality standards of produce. The FBO meets with buyers to review and set
standards which the FBO must enforce

Organizes patios and tarpaulins for members to buy at less than the market rates.

Negotiates loans for members with the banks.

Joint marketing/market sourcing e.g. lobbied MOFA for local rice to be used for the
School Feeding Programme. The Ghana Rice Inter-professional Body (GRIB)
champions the promotion of the local rice by the FBOs through various forums within
and outside government

Negotiates selling price with CTCC, CONTRAPAC, REMMA House, School Feeding
Programme, Processors by considering production cost arrived at by farmers. The price
is then advertised on notice boards for compliance by all producers (members).
Internal and external factors affecting the capacity of the FBO to promote cost effective
services to meet the needs and expectations of producers and to contribute to supply
chains
Internally, factors affecting the FBO include; weak resource mobilization with its consequent
weak financial and asset-base. The main assets of the FBO comprised the following:

10 plastic chairs

4 table chairs

4 tables

2 warehouses from government

An office space from the project

Bank balance of less than GHS1000.00
Weak member commitment evident through poor dues payment (less than 60% of members
pay their dues of GHS1.00/year). Again, individuals quite often sell at different prices other than
what has been agreed on yet the FBO finds it difficult to control this. The FBO seems to suffer
from internal fractures and apparent disloyalties which the present executives suspect to be
created by the project management using some ex-executives.
External factors also include the following:

Members pay irrigation service charge (ISC) of GHS120/ha/year directly (rather than
through the FBO) to the project management. This denies the FBO the opportunity for
some commission from the ISC. It also gives the FBO little authority or control over
farmers.
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
The Cooperative does not have adequate warehouse facility to bulk all members’ stocks.

FBO has no control over land access by ‘members’ neither do members have to pay
their irrigation service charge (ISC) through the FBO.

There is inadequate access to credit
Assessment of the ability of the FBO to seize opportunities offered by public policy
Policy advocacy for benefit of members on issues such as free zones marketing under the
Economic Partnership Agreement (EPA) which members find unfavourable in that it would bring
them into direct competition against farmers elsewhere who enjoy subsidies. Policy advocacy is
done in coalitions with organizations like PFAG and Ghana agricultural Workers Union (GAWU)
and Ghana Trade and Livelihood Coalition. The farmers agree they could not meet Ghana’s
total rice demand now and ask government not to stop importation but to reduce importation
especially during Ghana’s harvest periods until 2015 by when they expect to have built capacity
also through rehabilitation of the projects to allow them meet the total demand of the country.
Through the Ghana Rice Inter-Professional Body (GRIB) the FBOs capacity is built to among
other things advocate on Bank of Ghana prime rates.
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Case 4: Ashaiman Irrigation Farmers’ Cooperative Society
Background
The Ashaiman irrigation site was completed by the Ghana Government in 1968 as part of efforts
to boost rice production and enhance Ghana’s food security position. The site is one of 22
projects run by GIDA, a government organization under the Ministry of Food and Agriculture
(MoFA) The land for the site, traditionally owned by the stool, was purchased by the Tema
Development Corporation (TDC) when the government launched the GIDA project in the early
1960’s.
The FBO’s activity is located at Ashaiman a distance of 26 km North East of Accra and almost
directly north of Tema on the northern boundaries of Tema township in the Greater Accra region
of Ghana. Potential area of the site is 155ha with the developed area being 130ha and the
irrigated area being 56ha.
The site is well located within the capital city and represents a ready source of food supply to
the teaming population in the capital and beyond.
Under the Structural Adjustment Program of the 1980s, government expenditure on the
irrigation scheme was reduced and the irrigation sites became dilapidated. The Ashaiman GIDA
site was selected by the Japan International Cooperation Agency (JICA) as a model site for the
Small-Scale Irrigated Agriculture Promotion Plan in the 1990’s, aiming for a transition from
government- to farmer-led management (JICA, 2006). With JICA’s support, the Irrigation
Development Centre (IDC) in Ashaiman was established within GIDA as a “base for the
development and dissemination of irrigated farming techniques” and the left canal was
reconstructed. Currently, 93 farmers are growing rice, maize, okra and other vegetable son the
site; in addition, unregistered farmers and seasonal farmers are using land on the right bank.
Registered farmers belong to the Ashaiman Irrigation Farmers Cooperative Society (AIFCS) and
pay an irrigation service charge to GIDA every 6 months.
The members of the Ashaiman Irrigation Farmers Cooperative Society are currently responsible
for production on the irrigation site. Members produce mainly rice and vegetables as well as
maize under gravity irrigation. Each farmer cultivates a plot of 1− 2.5 acres.
Development path
The FBO was formed in 1983 through the facilitation of the GIDA and JICA as part of a policy to
help the local farmers come together as a company that could be assisted to build capacity to
after about a period of 10 years own and manage the irrigation sites as business entities.
The FBO was registered as a co-operative society in 1988 and has continued to benefit from
management and extension support by extension officers of MoFA and GIDA from the original
project till now.
The FBO has also benefited from a number of public sponsored policies, projects and
programmes through which reasonable capacities have been built in group dynamics,
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accounting, water management and many other areas. The society has benefited from various
advocacy platforms from Oxfam
The FBO as a cooperative has vertical relationships to the Ghana Cooperative Council. It has
also affiliated and been supported through various horizontal networks such as becoming
affiliated to Ghana Agricultural Workers Union (GAWU), Ghana Rice Inter-professional Body
(GRIB), Peasant Farmers Association of Ghana (PFAG) and the Ghana Trade and Livelihoods
Coalition (GTLC)
Membership
Membership of the FBO is opened to person granted a plot at the irrigation project site.
The FBO is comprised of 94 (17 women + 77 men) farmers
Membership has been restricted due to land access and new and younger people have entered
the FBO only through family succession.
Internal organization
The FBO is managed by an executive body elected every 3 years for maximum of 2 terms by
the General Assembly. This executive council also works through a number of sub-committees
appointed among the general membership. Prominent among the sub-committees are: the
agriculture sub-committee, the Maintenance sub-committee and the finance sub-committee.
Mode of financing




Monthly dues of GHS 1.00/member (planned to be increased by end of year)
Interest from Farmers Bank loans
Commission (10%) on Irrigation Service Charge (ISC) collected from members on behalf
of GIDA. Each member pays an ISC of GHS40.00/ac/year
Marginal interest on input sales
Services to members/producers
The key services the FBO renders to its members include the following:
 Price/market negotiation with buyers including FINATRADE, FOREWIN Ghana Ltd
 Input credit provision to members through the operation of a Farmers Bank
 Loan negotiations for members
 Soft loans to members
 Training/capacity building for members. Training topics have included; efficient water
management, agronomy, cooperative management, group dynamics
 Sourcing for technical, financial and other support for members. Advocacy/lobbying for
expansion and maintenance of irrigation facility and land banks
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Internal and external factors affecting the capacity of the FBO to promote cost effective
services to meet the needs and expectations of producers and to contribute to supply chains
Internally, the group has low assets and financial resource mobilization capacity and could
benefit from enhanced leadership capacity which is critical to FBO success. Current assets
base of the FBO includes:
 A meeting Hall built for FBO by JICA since 2000
 A Farmers Bank set up with a revolving fund since 2000. It is run by a finance
Committee headed by the treasurer and assisted with day to day running by a paid
accounts clerk
 20 benches
 10 table chairs
 Ware house built by JICA since 2000
 Weighing scales given by the Project
 Drying floor given by the Project
 Sorting House given by the Project
 2 tractors (over 10 years old) from the Project
 Office block given by the Project
The intellectual/academic level of the leadership is also relatively low.
External factors affecting the group also include:
 The absence of effective land use policies have led to urban sprawl with consequent
serious encroachment and the gradual loss of the land banks
 Inadequate production credit
 Marketing Women who pre-finance production normally dictate the output price
 Weak financial base leads to acceptance of pre-financing by buyers which always lead
to a buyers’ market situation under which the farmers become only price takers
 Unfavourable Short term high interest loans
Assessment of the ability of FBO to seize opportunities offered by public policy
The FBO has been benefited from many government policies/programmes including:
 GoG-JICA’s Joint Irrigation Systems Management Programme, The Millennium
Development Authority’s Commercial Development of Farmer Organizations (CDFO),
Fertilizer subsidy programme, Block Farming Programme etc
 Through GAWU, PFAG, GTLC the FBO has undertaken/participated in the following
advocacy activities;
 Resisted the signing of the EPA
 Demanded meetings with the Hon Minister for Food and Agriculture
 Gotten attention and influenced action of Municipal Chief Executive and the Municipal
Director of Agriculture gotten inclusion in the implementation of the Block farming project
and fertilizer subsidy programmes
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3. List of the people interviewed
NAME
ORGANIZATION
POSITION
Theophilus Osei Owusu
FBO Secretariat, MoFA – DAES
Dep. Director
Gabriel Owusu
Albert Prempeh
Paa Kwesi Forson
J.A. Coleman
J.H. Yamoah
Paul L. Appiah
John Awuku Dziwornu
Asante
Sylvester Kwaku Ekpe
Festus Kwadzokpo
S.M.S. Quaicoe
Janet Ankomah
Anthony Twum
Ben Baidoo
Richard Oppong
Alhassan Awal Cobbina,
Agnes Gifty Appafram,
John Ofori Portuphe,
C.K. Selormey,
Louis T. Offei,
Robert Nkrumah,
Paul L. Appiah,
Victoria Adongo
Lena Otoo
E.K. Adjei,
Kodwo Ewusi,
Ebenezer Wilson
John Yaw Mensah
Thomas Kodua
Kwesi Adams
Paa Kow
Jemima Acquah
Vida Aidoo
Nicholas Asare
Anita Mensah
Kenneth Acquaye
Gideon Martey,
Isaac Korsi Agblegbeh
Philip Akpoka Anumah
Richard Tetteh
Philip Amankwa
Agnes Agbo
Eva Osei
Eva Osei
Simon Tsortowu
Daniel Larweh
Ben Incoom
Adamu Mohammed
Prosper Mornyuie
Ben Kanate
Alex Zottor
Freeman Dagadu
Julius Okyere
FBO Secretariat, MoFA – DAES
Ghana Cooperative Council
GRIB
Department of Cooperatives
Department of Cooperatives
Rubber Outgrowers and Agents Association
Ghana National Association of Farmers and Fishermen (GNAFF)
Ghana National Association of Farmers and Fishermen (GNAFF)
SNV
GIZ
Rubber Outgrowers and Agents Association
Rubber Outgrowers and Agents Association
Rubber Outgrowers and Agents Association
Rubber Outgrowers and Agents Association
Rubber Outgrowers and Agents Association
Rubber Outgrowers and Agents Association
Rubber Outgrowers and Agents Association
Rubber Outgrowers and Agents Association
Rubber Outgrowers and Agents Association
Rubber Outgrowers and Agents Association
Rubber Outgrowers and Agents Association
Rubber Outgrowers and Agents Association
Peasant Farmers Association of Ghana
MoFA-PPMED
Eastern Gomoa farmers’ Co-operative and Marketing Union
Eastern Gomoa farmers’ Co operative and Marketing Union
Eastern Gomoa farmers’ Co operative and Marketing Union
Eastern Gomoa farmers’ Co operative and Marketing Union
Eastern Gomoa farmers’ Co operative and Marketing Union
Eastern Gomoa farmers’ Co operative and Marketing Union
Eastern Gomoa farmers’ Co operative and Marketing Union
Eastern Gomoa farmers’ Co- operative and Marketing Union
Eastern Gomoa farmers’ Co- operative and Marketing Union
Eastern Gomoa farmers’ Co- operative and Marketing Union
Vegetable Producers and Exporters Association of Ghana (VEPEAG)
NAFCO
Osudoku Agricultural Cooperative
Osudoku Agricultural Cooperative
Osudoku Agricultural Cooperative
Osudoku Agricultural Cooperative
Osudoku Agricultural Cooperative
Ashaiman Irrigation Farmers Association
Ashaiman Irrigation Farmers Association
Ashaiman Irrigation Farmers Association
Ashaiman Irrigation Farmers Association
Ashaiman Irrigation Farmers Association
Ashaiman Irrigation Farmers Association
Ashaiman Irrigation Farmers Association
Ashaiman Irrigation Farmers Association
Ashaiman Irrigation Farmers Association
Ashaiman Irrigation Farmers Association
Ashaiman Irrigation Farmers Association
Ashaiman Irrigation Farmers Association
Asst. Director
Secretary General
Executive Secretary
Registrar of Cooperatives
Deputy Cooperative Registrar
General Secretary
National Coordinator
Administrator
Advisor
Consultant
Chairman Western Region
Member
Former District Chairman
National Organizing Secretary
Regional Secretary, Western
District Chairman
Regional Women’s Rep
National Vice Chairman
National Treasurer
Chairman, Central Region
Regional Treasurer, Western
General Secretary
Program Coordinator
Dep. Director
Chairman
Secretary
Member
Member
Member
Member
Member
Member
Member
Member
Technical Officer
Dir. Of Operations
President
Vice President
Administrative Sec.
Organizer
Member
Member
Member
Member
Member
Member
Member
Member
Member
Member
Member
President
Secretary
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